Profile of an effective engineering manager at the Naval Avionics Center
Chang, Daniel W.
Quick, Natalie A.
Thomas, Kenneth W.
Hocevar, Susan Page
Thomas, Gail Fann
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This thesis examines behaviors that affect the managerial effectiveness of first-level engineering supervisors (branch managers) at the Naval Avionics Center. Data were collected using a survey designed and administered by the authors and their advisors. The survey asked engineers to rate their manager on a wide range of managerial behaviors to answer questions representing several "ef fectiveness"- related variables. The effectiveness variables were correlated with each specific managerial behavior to identify which behaviors had the strongest relationship with the effectiveness outcomes. The results were used to develop a profile of an effective engineering manager at the Naval Avionics Center. General managerial effectiveness ratings were most strongly related to behaviors demonstrating interpersonal skill and sensitivity along with administrative skill in task management. In contrast, intrinsic task motivation, job satisfaction and positive group climate were more strongly related to behaviors representing the management of external interfaces, building cooperative teamwork and the assignment of task and development opportunities based on performance. Recommendations are offered for managerial development at the NAC Institute.
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