The advantages and disadvantages of rotational-job-assignments as a means of developing engineering talent. - Page 42 |
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33
his firm and his profession. 43 Such a technique might have
satisfied the short-term needs of the company but it has I
had a tendency to sacrifice the opportunity of gaining Ij
improved utilization of engineering manpower, which is i
essential to the long-range needs of both the company and 1
the engineer. The National Manpower Conference on the :
Utilization of Scientific and Professional Manpower, which
was held in 1953, recommended improving utilization by making
an effort to develop the potential capacities of en- J
gineering personnel through the use of imaginative assign-
ments. A A An engineer cannot be treated simply as a machine.ij
into which you insert problems and receive answers. He i
has wanted to know the reasons for management's decisions 1
and policies both as to their effect on him and on the
company. If management has not explained what was happening,
he has resented it; if they have, he has felt frustrated
if he hasn’t understood. This situation, when allowed
to persist, has only succeeded in interfering with >
maximum utilization of scarce engineering m a n p o w e r .
43iiHow Industry Trains Its Engineers,” op. cit.,
pp. 268-276. |
^Recommendations Made for Engineer Utilization, ”
Machine Design, Volume 25 (December, 1953), p. 256. 1
45odiorne and Kerkowitz, loc. cit. !
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| Title | The advantages and disadvantages of rotational-job-assignments as a means of developing engineering talent. - Page 42 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 33 his firm and his profession. 43 Such a technique might have satisfied the short-term needs of the company but it has I had a tendency to sacrifice the opportunity of gaining Ij improved utilization of engineering manpower, which is i essential to the long-range needs of both the company and 1 the engineer. The National Manpower Conference on the : Utilization of Scientific and Professional Manpower, which was held in 1953, recommended improving utilization by making an effort to develop the potential capacities of en- J gineering personnel through the use of imaginative assign- ments. A A An engineer cannot be treated simply as a machine.ij into which you insert problems and receive answers. He i has wanted to know the reasons for management's decisions 1 and policies both as to their effect on him and on the company. If management has not explained what was happening, he has resented it; if they have, he has felt frustrated if he hasn’t understood. This situation, when allowed to persist, has only succeeded in interfering with > maximum utilization of scarce engineering m a n p o w e r . 43iiHow Industry Trains Its Engineers,” op. cit., pp. 268-276. | ^Recommendations Made for Engineer Utilization, ” Machine Design, Volume 25 (December, 1953), p. 256. 1 45odiorne and Kerkowitz, loc. cit. ! |
