The transition from engineer to manager: implications for the effectiveness of the engineer-in-training programme at Tongaat Hulett – Sugar.

Abstract

Abstract It is generally accepted that employees are any organisation’s greatest asset, so its success or failure is significantly linked to the contribution that they make. Engineers are one particular group of personnel, whose impact on sugar manufacturing operations cannot be overlooked. This study focusses on engineering career advancement, in the sugar industry, from primarily technical into managerial work. This transition is typically considered to be challenging, predominantly because the skill set required for one to be an effective engineer is dissimilar to that required for one to be an effective manager. The research investigates how well the Engineer in Training (EiT) programme prepares engineering candidates for managerial roles. Effort is directed towards understanding the transitional challenges from engineer to manager and how the EiT programme impacts this process. A quantitative research approach was used whereby; research data was collected through a self-administered structured questionnaire. Thirty invitations to were sent to potential respondents, with only 21 engineers ultimately selected to participate. The main findings of the study suggest the following: that the EiT programme did not sufficiently prepare candidates for managerial work and that the lack of leadership training in engineers made transition to management level very challenging. Other findings were that successful managers had to develop leadership skills on the job and that the EiT programme did empower candidates with sufficient communication and interpersonal skills. It is recommended that clear career paths be mapped out for engineers and a holistic approach be used to prepare them for managerial work. Tongaat Hulett-Sugar should be more sensitive to the challenges facing engineers in managerial positions, to the point of more actively supporting their career development. The EiT programme could be improved by including management development modules to address the leadership training needs of candidates. This may entail a programme extension from two years to about two years and six months.