Industrial Management - January/February 2013

Contributors in this issueIndustrial Management - January/February 2013

Why your subordinates can’t write
By Dan Carrison

These days, managers often discover that an increasing number of their otherwise intelligent subordinates cannot write coherently. It won’t do to blame the English teacher, as writing is a function of thinking. And thinking these days is impaired by the modern, shotgun-style method of disseminating information.

By the Society for Engineering and Management Systems Board

Sreekanth Ramakrishnan discusses how organizational transformation cannot be sustained without a comprehensive focus on leadership and culture. The SEMS board of directors is working hard to fill the engineering management tracks at this year’s IIE Annual Conference with the kind of learning and networking opportunities you have come to expect.

A creative conspiracy for team success
By Leigh Thompson

While standard operating procedures can be a sound way to conduct business, those procedures must be based on solid science that works. Unfortunately, for years the organizational guidelines for team creativity have been designed, unwittingly, to limit that creativity. New research has busted the stifling myths of yesteryear and revealed a new approach and best practices that yield better and more creative idea generation.

Improving emotional intelligence
By Golnaz Sadri

Most people are familiar with the old IQ tests that measure a person’s intelligence quotient. But these days, scholars and practitioners are paying additional attention to how a person’s emotional intelligence affects performance. Luckily, organizations have many options to increase their workforce’s emotional intelligence.

Voices in the organization’s head
By Perian Stavrum and Janell M. Kurtz

Six Sigma and other quality improvement methodologies encourage employees to listen to the voice of the customer. After all, fulfilling and even exceeding your customers’ requirements are good ways to remain in business. However, such initiatives also need to have an attendant focus on the voice of the regulator to avoid expensive legal pitfalls. In this case, listening to multiple voices in your organization’s head is not a bad thing.

Engineering a great encore to your career
By Andrew Neitlich

Coaching might not be at the forefront of engineers starting their careers. But a little help could send your team down a path of increased productivity, help technical people learn how to deal effectively with the other side, and even lead to an encore career after you leave the ranks of engineering.