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In research institutes, scientists and engineers are often promoted to managerial positions based on their excellence in the technical aspects of their work. Once in the managerial role, they may discover they lack the skills or interest necessary to perform the management functions that enable a healthy, productive organization. This is not really surprising when one considers that scientists and engineers are trained for quantitative analysis while the management arena is dominated by qualitative concepts. Management is generally considered to include planning, organizing, leading and controlling. This paper discusses the essential management functions and techniques that can be employed to maximize success in a research and development organization.
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