|Author:||Ho, Hon-ying Lewis|
|Title:||Management development for professional engineers in Electrical and Mechanical Services Department|
|Subject:||Hong Kong. Electrical and Mechanical Services Dept|
Engineering -- Management -- Case studies
Hong Kong Polytechnic -- Dissertations
|Department:||Dept. of Management|
|Pages:||ix, 108 leaves : ill. ; 30 cm|
|Abstract:||The objective of this project is to review the current status of management development of the professional engineers in the middle management of the Electrical & Mechanical Services Department (EMSD) with reference to theoretical frameworks and make recommendations with a view to enhancing the implementation of management development in the department. Management development is the development of managerial skills and capabilities of managers. It exists naturally in organisations. In principle, any opportunity that enables managers to learn something new or useful is a management development activity. In view of the opportunities and threats from the environment and the strengths and weaknesses of the department, there are ten major points highlighted explaining the importance of management development to the effectiveness of EMSD. The study of current arrangements of management development in EMSD concludes that "Type 2" management development, as proposed by Mumford barely exists and in terms of level of maturity as proposed by Burgoyne, the department is at the second level of "isolated tactic management development". The current mechanisms of manpower resources management have well been established and demonstrated the department's commitment to staff development but a management development policy has yet to be prepared and made known to staff. A seven step action plan is recommended in such a way that, although additional resources will normally be required, existing resources will be utilised first as far as possible. In the action plan, a steering group and a working group are recommended to guide the processes of the sequence of steps in accordance with the terms of reference proposed. It is suggested that the Working Group on Review of Departmental Manpower Resources assume the role of the steering group as it has already formed with the right composition of senior management and administration personnel. It is also suggested that the working group be chaired by the Chief Engineer of Management Services and its members should include but not limited to the Senior Engineer of Training and the Deputy Departmental Secretary of Personnel.|
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