A Manifesto for Manufacturers
‘The Unwritten Laws of Engineering’ by W. Julian King was first published in 1944 as three articles in ‘Mechanical Engineering’ magazine. It has been in print as a book ever since. So, however trite you find the language and the message just remember that the advice is still as good today as it was when first written. The whole point of this is for you to begin to understand the nuances of human behaviour in the workplace.
Years ago the training for all engineers, irrespective of whether they were graduates or not, involved the learning of practical skills and mixing with employees at all levels. This enabled them to begin to understand how a business was run and how the various departments worked co- operatively. By getting to learn through ‘hands on’ experience their minds were soon attuned to the way things were done. So then, you young engineers and scientists take note and you will find that if you do your progress will be assured. So here are the words of wisdom for you……………..
However menial and trivial your early assignments may appear, give them your best efforts.
Demonstrate the ability to get things done.
Develop a ‘Let’s go see !’ attitude.
Don’t be timid – speak up – express yourself and promote your ideas.
Strive for conscientiousness and clarity in oral or written reports and be extremely careful of the accuracy of your statements.
One of the first things you owe your supervisor is to keep him or her informed of all significant developments.
Do not overlook the steadfast truth that your direct supervisor is your “boss”.
Be as particular as you can in the selection of your supervisor.
Whenever you are asked by your manager to do something you are expected to do exactly that.
Cultivate the habit of seeking other peoples’ opinions and recommendations.
Promises, schedules, and estimates are necessary and important instruments in a well ordered business.
In dealing with customers and outsiders, remember that you represent the company, ostensibly with full responsibility and authority.
Do not try to do it all by yourself.
Every manager must know what goes on in his or her domain.
Cultivate the habit of “boiling matters down” to their simplest terms.
Cultivate the habit of making brisk, clear-cut decisions.
Learn Project Management skills and techniques, then apply them to the activities that you manage.
Make sure that everyone – managers and subordinates – have been assigned definite positions and responsibilities within the organisation.
Make sure that all activities and all individuals are supervised by someone competent in the subject matter involved.
Never misrepresent a subordinate’s performance during appraisals.
Make it unquestionably clear what is expected of employees.
You owe it to your subordinates to keep them properly informed.
Never miss a chance to commend or reward subordinates for a job well done.
Always accept full responsibility for your group and the individuals within it.
One of the most valuable personal qualities is the ability to get along with all kinds of people.
Never underestimate the extent of your professional responsibility and personal liability.
Let Ethical Behaviour govern your actions and those of your company.
Be aware of the effect that your personal appearance and behaviour have on others, and in turn on you.
Beware of what you commit to writing and of who will read it.
Analyse yourself and your subordinates.
Maintain your employability as well as that of your subordinates.
Article kindly provided by Barrie Yates – Vice President