Learning new skills

Article Abstract:

Occupational retraining cannot, in itself, reduce the unemployment rate among defense and aerospace engineers. Although it gobbles up some $18 million annually from the federal government and offers an avenue for displaced engineers to learn new skills and work areas, retraining does not address the problems of job availability, rank discrimination among employers and simplifying the job hunting process. A better alternative appears to be a two-pronged reeducation program. This would not only help defense engineers face the commercial world by updating them on current industrial production trends but also address the existing shortage of professors. Counseling and job banks are other options available to the unemployed engineer who, at the end of FY 1991, number 2.9 million nationwide.

Management, Employment, Engineering, Outlook, Occupational retraining

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Selecting managers: how to avoid the Peter Principle

Article Abstract:

Engineers are usually selected on the basis of technical competence rather than managerial skills. Managers without proper training on handling people contribute to the decrease in productivity and profits. They do not know how to motivate their subordinates and do not have a thorough understanding of the ingredients for success. The pattern of incompetence in untrained managers is a clear example of the Peter Principle, or the tendency of employees in a hierarchy to rise to their level of incompetence.

Appointments, resignations and dismissals, Executives

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Learning curve boomerangs

Article Abstract:

Many readers objected to Bruce Walker's observation that the phrase 'steep learning curve' means 'much must still be learned' and wrote in their own interpretations. According to the majority, the phrase defines an exponential curve that characterizes the amount of knowledge or rate of learning as a function of time. It is also used in the fields of psychology, adaptive systems and neural networks.

Terminology, Learning curves, Experience curves

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