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Management Fundamentals for the Aerospace Engineer C1920


Management Fundamentals for the Aerospace Engineer is designed to provide professionals within the aerospace arena who may be new to management, some basic skills to help them balance managing tasks and team members.  Managing people is different than managing projects, and this course will demonstrate the importance of working with a diverse workforce and understanding different personality types.  It will address various organizational structures, and review how the organizational structure may impact the manager’s decision process.  Designed for new managers, technical leads and supervisors, techniques and skills necessary to manage employees will be the primary focus.

Learning Objectives
By attending this seminar, you will be able to:
  • Recognize Key Management Responsibilities
  • Identify Where to Start
  • Define the Various Personality Types that are prevalent
  • Describe Communication Best Practices and Concepts
  • Understand the Benefits of Organizational Structures

Who Should Attend
This course has been tailored for engineers and other professionals in the aerospace industry who are navigating the demands of a new management position.   

Prerequisites
None 
  1. Welcome / Opening Video / Day 1
  2. Introduction / Overview
    1. Instructor background
    2. Course Suggested Learning Objectives
      1. Understanding Management Responsibilities
      2. Knowing Where to Start
      3. Recognizing Personality Types
      4. Understanding Communication Concepts
      5. Understanding Organizational Structures Benefits
    3. Course Structure
      1. Objective
      2. Knowledge Exchange
      3. Exercises
      4. Takeaways
  3. Ice Breaker
    1. What is Your Name?
    2. Who Do You Work For?
    3. How Long Have You Been in Management?
  4. What Have I Gotten Myself Into?
    1. OBJECTIVE: To Provide an Overview of Management Responsibilities
    2. Mike’s Definition
      1. Leader – Someone who influences the actions of others.
      2. Manager – Someone who gets paid to influence the actions of others.
      3. Leadership – The ability to drive others to action.
    3. Exercise #1: Identify Real World Leaders vs. Managers - Large Group Discussion
    4. Managing People
      1. Effective Team Size
      2. Hiring
        1. Writing Job Descriptions
        2. Reviewing Resumes
        3. Scheduling / Performing Interviews
      3. Coaching
        1. Formal
        2. Informal
        3. Indirect
      4. Motivating
        1. Transferring Vision
        2. Rewards and Recognition
        3. Simple Encouragement
      5. Assessments
        1. Setting Objectives
        2. Mid-year Assessments
        3. Annual Assessments
      6. Firing
        1. Working with Human Resources
        2. Workforce Reductions
        3. Developing and implementing a Justification
        4. Walking Them Out
    5. Managing Assignments
      1. Making Assignments
      2. Developing Priorities
      3. Obtaining Updates
      4. Following Up
    6. Takeaways
      1. Being in Entry-Level Management Requires Endurance
      2. Being in Entry-Level Management Requires Hard and Soft Skills
      3. Being in Entry-Level Management Requires Wearing Multiple Hats
  5. Introduction to Management
    1. OBJECTIVE: To Provide Insight into Being an Influential Leader
    2. Leadership: Science or Art
      1. Science: Knowledge & Technique
      2. Art: Judgment, Manipulation & Diplomacy
      3. Lally-ism: Diplomacy is the ability of letting someone else have your way
      4. Figure – Task Oriented vs. People Oriented Management Style
      5. Nature / Born (20%) vs Nurture / Developed (80%)
    3. The Power of Leadership – Ways to Influence
      1. Exercise #2 People of Influence – Individuals / Large Group Discussion
        1. Charisma: John F. Kennedy, Lee Iacocca, President Reagan, Ross Perot
        2. Stoic: President Nixon, President Carter
      2. Where Does Power Come From?
        1. Situational Power
        2. Authority
        3. Personal Capability
        4. Personality
      3. Figure V.1 – Authority & Capability Makes Better Leaders
      4. How to Increase Your Personal Influence
        1. Analyze Your Authority
        2. Assess Your Limits
        3. Examine Your Behaviors
        4. Decide Where You’re Going
        5. Know Those Who Follow You
        6. Know Your Product or Service
        7. Increase Behavior Skills Knowledge
          1. Talk to Your Boss
          2. Teach, don’t Lecture
      5. Profile of Effective Leaders
        1. Behavior - What the Effective Leader Does
        2. Attitude – How the Effective Leader Feels
        3. Attributes – What the effective leader Is or Has
      6. Principles of Leadership
        1. Every worthwhile endeavor requires effective leadership
        2. Lead by Example
        3. Leadership Qualities Can Be Developed
        4. Leadership is a Positive Force
        5. Effective Leaders Develop Leaders
      7. Takeaways
        1. Effective Leaders Communicate, Respond & Inspire
        2. Effective Leaders are Focused on the Interests of Their People
        3. Effective Leaders are Focused on Developing Their People
        4. Effective Leaders are Ethical, Flexible & Rational   
  6. Developing A Rhythm
    1. OBJECTIVE: Getting Organized – Your Team Deserves It
    2. Team Building
      1. Games
      2. Parties
      3. Recognitions
      4. Offsites
    3. Exercise #3: Team Building – Small Groups
    4. Consistent Communications
      1. Daily / Weekly / Monthly / Annually
      2. Interacting with Individuals / Leads / Teams
      3. Setting Expectations
      4. Staff Meetings
      5. Activity Reports
      6. Newsletter
      7. Project Revie

         

    Day 2

  7. Picking Your Style
    1. OBJECTIVE: To Recognize Behaviors and Adapt to Your team
    2. Leadership Approaches
      1. Trait – Personal Characteristics
      2. Behavioral – How Leaders Behave and Act
      3. Situational
        1. Situation Dependent
        2. Problem Solver
        3. Environment Driven
      4. Decision
        1. Collective
        2. Autocratic
        3. Consensus
        4. Democratic
      5. Motivational
        1. Achievement
        2. Power
        3. Affiliation
      6. Analytical – Data Driven
    3. How to Improve Your Style
      1. Make Judgment Decisions as Objective as You Can (watch for Blind Spots)
      2. Visualize – See the Whole Situation
      3. Exercise – Move and Stretch, Get the Blood Flowing
      4. Watch for Consequences
      5. Recognizing Your Responsibilities
      6. Maintain Positive Disposition
    4. Exercise #4: Mini Case Studies – Small Groups
    5. Takeaways
      1. Leader Have Both Basic and Situational Styles
      2. Leadership Style is A way of Influencing Others
      3. Three Basic Sources of Motivation are Achievement, Power and Affiliation
      4. Improving Leadership Style Follows the Same Processes of Increasing Leadership Influence
  8. Understanding and Developing Your Team
    1. Recognizing Personality Types
      1. People Skills: Red, Yellow, Green, Blue
      2. Myers-Briggs: The 16 MBTI® Types
      3. Dr. Gary Smalley: Lion, Beaver, Otter, Golden Retriever
      4. Proto-psychological Theory: Sanguine, Choleric, Melancholic, and Phlegmatic
    2. Exercise #5: Personality Types – Individuals / Large Group Discussion
    3. Recognizing Generational Differences
      1. Figure 8.1
      2. Traditionalists / Silent Generation: 1920 - 1945
      3. Baby Boomers: 1946 - 1964
      4. Thirteeners / Generation X: 1965 - 1979
      5. Millennials / Generation Y: 1980 - 1999
      6. Centennials / IGen / Generation Z: 2000 - Present
    4. Mobilizing for Success
      1. Communicating with Your Team
      2. Meeting the Needs of Your Team
      3. Providing Feedback to Your Team
    5. Coaching for Success
      1. Knowing When & How to Coach
      2. Providing Positive Feedback
      3. Having Hard Discussions
      4. Figure – Reinforcing Effective Performance
    6. Delegating for Success
      1. Finding the Right Person
      2. Setting Expectations
      3. Developing a Follow-Up Plan
    7. Adapting for Success
      1. Effects of Change
      2. Helping Others Adapt
      3. Having Change Discussions
    8. Managing Conflict
      1. Diversity Pros & Cons
      2. Staging of Conflict
      3. Guiding Discussions
      4. Handling Hard Discussions
    9. Takeaways
      1. The Workforce is a Very Diverse Structure
      2. Managers Must Learn to Identify and Respond to Different Personalities
      3. Managers Have to be Adaptable
  9. Organizational Structures and Team Performance
    1. Silos & Micro-Silos / Functional Teams
      1. Figure 9.1
      2. Pros / Cons
    2. Integrated Product Teams (IPT)
      1. Figure 9.2
      2. Pros / Cons
    3. Performance Measurement Teams (PMTs)
      1. Figure 9.3
      2. Pros / Cons
    4. Takeaways
      1. Programs / Projects Reorganize to Focus on Results
      2. Managers Often Manage Outside Their Specialty
      3. Managers Get Paid to Positively Impact Their Employees No Matter the Task, the Project, the Leadership Above Them
None
Mike Lally

Michael (Mike) Lally is currently a Manufacturing Engineering Manager at Lockheed Martin where his team is responsible for standing up the F-35 Assembly Line in Fort Worth, TX and three F-35 international factories. Prior to joining the F-35 Program he spent 16 years on the F-22 Program leading production engineering, manufacturing engineering, tool engineering and corrective action teams. Mr. Lally has over eighteen years of leadership experience at Lockheed Martin and over thirty-three years’ experience in the aerospace manufacturing industry.

In 2002, Mr. Lally became the co-founder and volunteer CEO of a non-profit organization called Trinity Kids of Arlington, TX, where he guides and directs volunteer recruitment and training and fundraising efforts in his spare time. He also serves the summer camp Director for abused, neglected and abandoned children.

 

Hotel & Travel Information

Fees: $1415.00
SAE Members: $1132.00 - $1274.00

1.3 CEUs
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.

For additional information, contact SAE Customer Service 1-877-606-7323 (724-776-4970 outside the U.S. and Canada) or at CustomerService@sae.org.

Duration: 2 Days
Upcoming open enrollment dates being scheduled. Please check back.
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