Engineering Management
Volume 15, Issue 6, December 2005
Volumes & issues:
Volume 15, Issue 6
December 2005
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- Source: Engineering Management, Volume 15, Issue 6, page: 1 –1
- DOI: 10.1049/em:20050611
- Type: Article
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- Source: Engineering Management, Volume 15, Issue 6, p. 4 –7
- DOI: 10.1049/em:20050612
- Type: Article
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- Source: Engineering Management, Volume 15, Issue 6, page: 9 –9
- DOI: 10.1049/em:20050613
- Type: Article
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A focused look at the softer side of management. - Source: Engineering Management, Volume 15, Issue 6, page: 10 –10
- DOI: 10.1049/em:20050614
- Type: Article
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Through the eyes of Colin Ashmore. - Author(s): H.T. Dearden
- Source: Engineering Management, Volume 15, Issue 6, page: 11 –11
- DOI: 10.1049/em:20050615
- Type: Article
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The author believes that a significant proportion of the effort expended in a business may be improperly aligned with the company's business objectives. - Author(s): B. Parmar
- Source: Engineering Management, Volume 15, Issue 6, p. 12 –15
- DOI: 10.1049/em:20050601
- Type: Article
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University spin-outs are increasingly in the spotlight. Inherent differences in attitude and skills between academia and managers of commercial business have resulted in some very poor quality spin-outs. The author examines why academic spin-outs are not as successful as they could be. He concludes that universities can and do have successful spin-outs from which to build their endowments, if they create a proper framework and management structure which filters and allocates technology transfer resources and creates suitable separation of academic staff and spinout staff plus providing an appropriate risk/reward compensation scheme. - Author(s): J. Rowe
- Source: Engineering Management, Volume 15, Issue 6, p. 16 –19
- DOI: 10.1049/em:20050602
- Type: Article
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The author says that entrepreneurial planning and control systems give companies more than just edge in a competitive market. The entrepreneurial planning and control system is made up of three systems: action controls, strategy controls and performance controls. This article focuses only on the action control system (ACS) and its practical application since it is the first step in the overall three-part system and can provide immediate and measurable benefits to the business. It is also clear and straightforward to understand and implement within a business environment. - Author(s): P. Forsyth
- Source: Engineering Management, Volume 15, Issue 6, p. 20 –21
- DOI: 10.1049/em:20050603
- Type: Article
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In a competitive work environment, with no rigid, preordained career ladder to follow, careers need planning: but how? The bad news is that there is no magic formula. You can, however, make a difference by working at it. First you must know what you want, and this needs some serious and systematic self-analysis. Most often successful careers do not simply happen; they are made. Recognise this, take appropriate action and see career success as something that is down primarily to you. - Source: Engineering Management, Volume 15, Issue 6, p. 22 –25
- DOI: 10.1049/em:20050604
- Type: Article
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The authors reveal why a software company, Navitaire Inc., sued easyJet, claiming copyright infringement, and explain why copying functionality doesn't break the law. - Author(s): A. Wright
- Source: Engineering Management, Volume 15, Issue 6, p. 26 –29
- DOI: 10.1049/em:20050605
- Type: Article
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The paper discusses the accessibility of Web sites and how they should be designed for use by security conscious users, disabled users, and non-human users (software robots). Spam is discussed as is legitimate bulk emailing. - Author(s): N. Zacharias
- Source: Engineering Management, Volume 15, Issue 6, p. 30 –33
- DOI: 10.1049/em:20050606
- Type: Article
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The author discusses work-life balance from the perspectives of: what is an ideal worker, public and private sector aspects, the value of having policies in place, and social structures. - Author(s): J. Bailey
- Source: Engineering Management, Volume 15, Issue 6, p. 34 –35
- DOI: 10.1049/em:20050607
- Type: Article
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To be an effective leader, one has to be aware of the people in one's team and find some way of winning people's hearts and minds so that strategies and targets can become realities. The paper discusses the first steps a new leader should take for effective leadership. The steps consider emotional challenges, knowing the team, and becoming strategic. - Author(s): E. Poole and M. Carr
- Source: Engineering Management, Volume 15, Issue 6, p. 36 –39
- DOI: 10.1049/em:20050608
- Type: Article
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The paper discusses a way to enable future leaders to be equipped with muscle memory in lieu of 20/20 foresight. The Future Leaders Experience (FLE) programme offered by Ashridge Business School's Virtual Resource Center presents future challenges in an immediate context so that learning required for the future sticks now. The programme takes participants through a series of critical incidents in running a company of the future with the meta-learning objectives of increasing self-awareness and critical incident muscle memory. - Author(s): J. Dwyer
- Source: Engineering Management, Volume 15, Issue 6, p. 40 –43
- DOI: 10.1049/em:20050609
- Type: Article
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The paper describes some of the negative effects and disadvantages of mergers and acquisitions, both on the buyer and the target company. Tips on how to make life easier in mergers and acquisitions trade are given. Some considerations include takeover time, failure rates, survival - which depends on how deeply the manager can drive continuous improvement into the culture by informing and empowering the workforce, people factor - securing the leadership and identifying and securing the top talent, and preparation by the takeover team. - Author(s): M. Henry and S. Greenhalgh
- Source: Engineering Management, Volume 15, Issue 6, p. 44 –47
- DOI: 10.1049/em:20050610
- Type: Article
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Commercial success is often measured by the growth of a company's value to its shareholders, management and employees and is founded on the achievement of three core capabilities or 'value vectors': products or service offering leadership; customer and market focus; and operational excellence. The article brings together customer and market focus with leadership in products and services and describes methods and tools that are being used by various electronics, engineering and telecoms companies. The VP model, experiential value proposition, and the steps and associated tools for the successful implementation of customer and user experience management. - Author(s): S. Hoddinott
- Source: Engineering Management, Volume 15, Issue 6, page: 48 –48
- DOI: 10.1049/em:20050616
- Type: Article
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It's not all bad advice and over-charging, says the author. - Source: Engineering Management, Volume 15, Issue 6, page: 49 –49
- DOI: 10.1049/em:20050617
- Type: Article
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Editor's letter
News
Focalpoint
Viewpoint
Comment: Clowning around - aligning resource and business vectors
University spin-outs and their management challenges
Turning uncertainty and stress into focus and action
Your career: surviving and thriving
Copycat designs and reverse engineering
See the world as others see you [Web site accessibility]
Work-life balance policies: are they doing more harm than good?
View from the top [effective leadership]
What I wish I'd known 10 years ago [training programme for future leaders]
Cream in the global churn [mergers and acquisitions trade]
Customer experience and product leadership
Who said consultancy is a rip-off profession?
Book reviews
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