Abstract
The transition from an engineering to a managerial position has many challenges. The range of skills required to be successful in a management role is considerably more extensive for engineers when transitioning from an engineering position to a managerial position. In an engineering position, work is generally technical and requires engineering expertise, skills or knowledge to obtain the desired results. A managerial position requires a different set of expertise and skills. Generally, when engineers transition to a managerial position they lack these skills. A management position however, relies heavily on advanced interpersonal skills to understand, manage and deal with various types of human behaviour. These skills include, but are not limited to, active listening, delivering performance feedback and coaching, performance management, dealing with difficult people and orchestrating team dynamics. This research focused on identifying and addressing management factors that would equip engineers to be successful engineering managers. The intention of the research was to identify and make recommendations on how to close the gap that exists between an engineer and a managerial position so that engineers can transition smoothly between the two positions. The study invitation letter was sent to 34 participants. Face-to-face interviews were conducted with 13 engineering managers. The study used a qualitative method and thematic analysis to analyse the data from the participants of the Company ABC. Based on the findings of this study, it revealed that most of the engineering managers are not skilled enough to be managers compared to other managerial fields. Generally engineering graduates are only trained to have technical skills rather than soft skills. Engineering graduates need skills that are suited to meet the current and future needs of the profession. Unfortunately, universities do not prepare these engineering graduates for managerial positions.
M.Phil. (Engineering Management)