Abstract
A large proportion of chartered engineers becomes managers and many find the task of managing people more demanding than the technical aspects of their work. This chapter starts with a discussion of leadership and motivation; it concludes with an outline of the personnel function.
This is a preview of subscription content, log in via an institution to check access.
Preview
Unable to display preview. Download preview PDF.
Further Reading
Bell, D.W., Industrial Participation (Pitman, London, 1979).
Betts, P.W., Supervisory Studies (Macdonald and Evans, Plymouth, 1980).
Bramham, J., Practical Manpower Planning (Institute of Personnel Management, London, 1978).
Fraser, J.M., Employment Interviewing (Macdonald and Evans, Plymouth, 1978).
Graham, H.T., Human Resource Management (Macdonald and Evans, Plymouth, 1980).
ILO, Payment by Results (International Labour Office, Geneva).
Incomes Data Services, Guide to Job Evaluation (Incomes Data Services, London, 1979).
Kenney, J., Donnolly, E., and Reid, M.A., Manpower Training and Development (Institute of Personnel Management, London, 1980).
Livy, B., Job Evaluation: A Critical Review (George Allen and Unwin, London, 1975).
Taylor, L.K., Not for Bread Alone: An Appreciation of Job Enrichment (Business Books, London, 1980).
Copyright information
© 1984 J.D. Radford
About this chapter
Cite this chapter
Radford, J.D. (1984). Management of People. In: The Engineer and Society. Palgrave, London. https://doi.org/10.1007/978-1-349-17506-2_7
Download citation
DOI: https://doi.org/10.1007/978-1-349-17506-2_7
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-35816-0
Online ISBN: 978-1-349-17506-2
eBook Packages: EngineeringEngineering (R0)