This multimedia presentation is a component of the June 1999 (vol. 51, no. 6) JOM. To best experience this presentation, you should employ the latest version of RealPlayer. As the audio plays, images from the presentation will automatically load in the window to the right.

ATTENTION MAC USERS: Due to incompatability issues regarding the auto-launch of RealPlayer, Mac users may experience some difficulties with this on-line presentation.

Ned Bahtishi

Editor's Note: Under the auspices of JOM, this presentation was recorded March 1st at the 1999 TMS Annual Meeting in San Diego, California, during the symposium Professional Development: Collaboration, Research, and Professional Skills. Sponsored by the TMS Young Leaders Committee, the symposium was organized by Elliot Schwartz, Gillette Company, and Livia Racz, Tufts University. Other papers from this symposium may be experienced by visiting June issue's table of contents.

For many engineers, higher education consisted of a rigorous technical curriculum, an engineering ethics class, and a swift boot out the door. This is unfortunate for the engineer because nearly 20% of all engineers will find themselves in a management position after only their second career move. It is often assumed that management training will come with the job or through continuing education seminars; however, this takes place after the engineer is already in a management position and has fought their first battle coming away licking their wounds. This paper accounts one young engineer's management experience in an effort to enlighten others. Two topics of discussion will be: what is/is not a manager and what are the most valuable skills a manager can master. This paper includes many anecdotes and practical references.

ABOUT THE AUTHOR

Ned Bahtishi is with the Westinghouse Electric Corporation's Western Zirconium Plant.