From technical specialist to supervisor / Donald Shandler.

Format:

Book

Author/Creator:

Shandler, Donald, 1940-

Series:

Fifty-Minute series.

Fifty-Minute series

Language:

English

Subjects (All):

Supervision of employees.

Career development.

Physical Description:

1 online resource (134 p.)

Place of Publication:

Menlo Park, Calif. : Crisp Publications, c1993.

Language Note:

English

Summary:

This book is designed to help you make the transition from technical expert to people management.

Contents:

TITLE

COPYRIGHT

PREFACE

ABOUT THE AUTHOR

CONTENTS

INTRODUCTION: WHY TECHNICAL SUPERVISING IS UNIQUE

PART I The Transition: Getting Off to a Good Start

MAKE THE TRANSITION A MANAGEABLE PROCESS

BEFORE YOU BEGIN THE TRANSITION

1. Why Do I Want to Become a Technical Supervisor?

2. Am I Prepared to Take the Risk?

3. Am I Willing to Let Go?

4. Have I Identified My Supervisory Strengths and Weaknesses?

STARTING THE TRANSITION PROCESS

Making an Effective Transition

AVOIDING PREDICTABLE TROUBLE POCKETS

UNDERSTANDING THE TECHNICAL TYPES

Thinkers, Gurus, Track Stars and Vulcans

SUGGESTED RESPONSES TO A CLOSER LOOK

The Thinker

The Technical Guru

The Track Star

The Vulcan

PROACTIVE MANAGEMENT

Exercise: Proactive Supervision

TECHNICAL SUPERVISORS' TRANSITION LESSONS

Technical Supervisor #1

Technical Supervisor #2

Technical Supervisor #3

Technical Supervisor #4

Lessons Learned

PART II Communication: Skills for Technical Supervisors

COMMUNICATION CHALLENGES FACING TECHNICAL SUPERVISORS

CHALLENGE #1: UNDERSTANDING YOUR STYLE OF COMMUNATION

TECHNICAL SUPERVISORS AND COMMUNICATION STYLES

Communication Characteristics

CHALLENGE #2: MEETING INTERPERSONAL COMMUNICATION DEMANDS

Interpersonal Communication Resource Kit

Suggested Techniques

CHALLENGE #3: DEVELOPING SITUATIONAL COMMUNICATION STRATEGIES

SITUATIONAL COMMUNICATION STRATEGIES

Telling, Selling, Consulting or Joining

Four Communication Models

1. Telling

2. Selling

3. Consulting

4. Joining

APPLYING COMMUNICATION MODELS

Review: Telling, Selling, Consulting or Joining

TECHNICAL SUPERVISORS' COMMUNICATION LESSONS

Technical Supervisor #1: Taylor, Group Leader

Technical Supervisor #2: Caton, Director, Program Development.

Technical Supervisor #3: Pat, Principal Investigator

Technical Supervisor #4: Shawn, Chief, Space Intelligence

PART III Motivation: Creating Incentives

MOTIVATIONAL ISSUES

Understanding Motivational Issues

MOTIVATIONAL THEORIES

1. Need for Achievement

2. Motivation-Hygiene Theory

Dissatisfiers

Satisfiers

Discussion Questions

MOTIVATIONAL BASICS

Basic Motivational Factors

UNIQUE MOTIVATIONAL NEEDS OF TECHNICAL EPERTS

What Characterizes Technical Experts?

MATCHING REWARDS TO PROFESSIONAL CHARACTERISTICS

How to Really Motivate Technical Experts

Exercise: Find the Motivational Match

WHAT MOTIVATES TECHNICAL SUPERVISORS?

Four Types of High-Tech Managers (And What Motivates Them)

Type #1: Craftspeople

Type #2: Jungle Fighters

Type #3: Company Men and Women

Type #4: Games Players

MOTIVATIONAL CHALLENGES FACING TECHNICAL SUPERVISORS

CHALLENGE #1: OVERCOMING TROUBLE POCKETS

Unfavorable Motivational Conditions

Favorable Environmental Conditions

Target Your Improvement Goals

CHALLENGE #2: CREATING A POSITIVE CLIMATE

Application Exercise: Enhancing Productivity, Quality and the Motivational Climate

CHALLENGE #3: FINDING INCENTIVES FOR YOUR TECHNICAL TEAM

CHALLENGE #4: MANAGING CHANGE

Case One: Shift of Priorities

Case Two: Monotonous Work

Case Three: The Importance of Team Activities-Mixed Signals

Managing Change to Improve Motivation

TECHNICAL SUPERVISORS' MOTIVATION LESSONS

Technical Supervisor #1 Taylor, Group Leader

Technical Supervisor #2 Caton, Director, Program Development

Technical Supervisor #3 Pat, Principal Investigator

Technical Supervisor #4 Shawn, Chief, Space Intelligence

PART IV Delegation: Learning to Let Go

DELEGATION SKILLS OVERVIEW

HOW WELL DO I DELEGATE?.

Symptoms of Poor Delegation

Delegation Deficiencies Checklist

Exercise: Common Barriers to Delegation

SELF-IMPOSED OBSTACLES

EMPLOYEE-IMPOSED OBSTACLES

SITUATION-IMPOSED OBSTACLES

DELEGATION CHALLENGES FACING TECHNICAL SUPERVISORS

CHALLENGE #1: DETERMINE WITH WHOM YOU CAN "LET GO"

An Employee Skills and Interests Audit

CHALLENGE #2: SELECT THE APPROPRIATE STRATEGY

Processes and Strategies

Part One: Am I Making Task Assignments Or Am I Delegating?

Time Out

Part Two: I Use the Following Specific Steps When I Make Task Assignments and When I Delegate.

DELEGATION OR TASK ASSIGNMENT?

Situation A

Situation B

Situation C

CHALLENGE #3: BE SENSITIVE TO THE NEEDS OF OTHERS

CHALLENGE #4: MANAGE PERFORMANCE AND MONITOR PROGRESS

Category Explanations

DELEGATION-STYLE FLEXIBILITY

Four Cases

Employee A: Pat, Integration Design Engineer

Employee B: Karol, Field Technician

Employee C: Lee, Photo Therapy Technician

Employee D: Jordan, Technical Integration Specialist and Sales

THREE DELEGATION RECOMMENDATIONS

TECHNICAL SUPERVISORS' DELEGATION LESSONS

Technical Supervisor #2: Caton, Director, Program Development

Technical Supervisor #3: Pat, Principal Investigator

PART V Planning for Further Development

DEVELOP A PLAN OF ACTION

Part I: Affirming Your Current Strengths

Part II: Developing Additional Skills

Skill Development Matrix

Additional People Resources Matrix

MANAGE YOUR JOB AND ADVANCE YOUR CAREER

Manage Your Job

Advance Your Career

POLITICS CAN BE FUN

TECHNICAL SUPERVISORS' FINAL RECOMMENDATIONS

PART Appendix

BIBLIOGRAPHY

TECHNICAL SUPERVISOR QUESTIONNAIRE.

Notes:

"Making the successful transition"--Cover.

Includes bibliographical references (p. 113).

ISBN:

9781417521883

1417521880

OCLC:

228064182