Professional engineers manage themselves, other people (engineers and non-engineers), resources, money and time.  Some manage engineering activities and projects; others manage non-engineering activities that form part or all of their workload; still others manage their own business.

A survey of Chartered Engineers resident in the UK in 2002, carried out for the Engineering Council, EMTA and UMIST, investigated what ‘managerial’ skills and expertise they need in their jobs.  The research indicated that most engineers’ careers include managerial tasks, even for those who remain in predominantly technological jobs. Specifically:

- A quarter of the respondents described their jobs as predominantly technological but over 80% indicated that they needed some managerial skills and expertise 
- As many as 76% of professional engineers have a significant managerial function; for 36% their main function is managerial, for 24% their main function is technological while 40% share both functions equally 
- Among those interviewed who are IMechE members and also Chartered Engineers, 56% stated that their job was predominantly managerial, 19% predominantly technical and 26% an equal mix of the two

The survey also identified the wide variety of non-technical skills needed by engineers to complement their technical skills and suggested that managerial & social skills may contribute as much to engineers’ careers as do their technical skills.  The overarching conclusion was that professional engineers also need to be managers to a greater or lesser extent.

This need for engineers to have effective management abilities is demonstrated by the fact that this is one of the 5 areas of competence engineers must demonstrate to qualify as either a Chartered or Incorporated Engineer.  These areas of competence are set out in the UK Standard for Professional Engineering Competence for Chartered Engineer and Incorporated Engineer (UK-SPEC).

Many engineers receive sufficient managerial education early in their careers to enable them to be effective in the workplace.  Not surprisingly, however, survey responses indicated that the need for engineers to acquire additional managerial competence increases as their careers develop along with their desire to be better prepared for these future managerial tasks.

“People initially qualified in engineering are amongst the largest source of the top executives of UK companies, and one survey indicated that more than 50% of engineers classified themselves as employed in managerial positions.”  Source: Professional Engineers’ Needs for Managerial Skills and Expertise; A Dudman and S H Wearne

Professional engineers use their knowledge and skills to solve technical problems and create wealth and well-being.  In so doing many pursue paths that lead to senior positions in industry and commerce.  To do this, however, they must be able to manage themselves, others and the resources they need to pursue their careers.  Fundamental as technical skills are, without the necessary complementary management skills, engineers have an incomplete skill set.

Note:
The ECUK report, “Professional Engineers’ Needs for Managerial Skills and Expertise”, by A Dudman and S H Wearne (Centre for Research in the Management of Projects, University of Manchester Institute of Science & Technology) can be accessed at the ECUK website.