Research and development engineer as manager: An analysis of the management development needs of engineers at the NASA Manned Spacecraft Center

Abstract

Scope and Method of Study: The study was conducted because of a need for a basis for determining what should be done to develop engineers in technical organizations into managers. An attempt was made to identify and measure the specific management development needs created when individuals with engineering education and experience move into management jobs. Also, due to a preconception that these technical personnel may resent having time taken away from pursuit of technical goals for administrative tasks, an effort was made to discover engineers' career goals and work motivations. To gather information on these questions, a survey questionnaire was distributed to a sample of engineers at the Manned Spacecraft Center including both supervisors and non-supervisors.

Findings and Conclusions: Results of this study indicated that a majority of engineers are motivated toward careers in management. Thus, the tasks of a development program should be selecting potential managers and providing them the necessary education and training. This study shows that additional education and training in the areas of decision-making, motivating, planning, organizing, and human relations may be even more important than the long-recognized need for improving engineers' communications skills. In organizations where time for formal development is limited, a greater emphasis must be placed on conscious development of subordinates by supervisors while on the job.