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									                                    ASEM 2003
                          Skills Track Program at a Glance

                                (Followed by abstracts)

Thursday 10/16
Technical sessions           9:45 - 11:15
      Session 4206 – Skills track: Emotional Intelligence as a Leadership Skill

Technical sessions           1:15 – 2:45
      Session 4406 – Skills track: Professionalism: An Integral Part of Your
              Career (Truran)

Friday 10/17
Technical sessions           8 – 9:30
      Session 5106 – Skills track: The Technical Raconteur (Dixon)

Technical sessions           10 - 11:30
      Session 5206 – Skills track: Balanced Scorecard for your Career
              (Collins/ Beruvides)

Technical sessions           2 – 3:30
      Session 5406 – Skills track: Business Warfare: Taking lessons Learned from
              Military History and Applying them to your Career (Keller)

Technical sessions           3:45 – 5:15
      Session 5506 – Skills track: Effectively Portraying Performance Information
              (Coleman/ Van Aken)

Saturday 10/18
Technical sessions           8 – 9:30
      Session 5506 – Skills track: Interpersonal Relationships (Kurstedt)

Technical sessions           10 – 11:30
      Session 5506 – Skills track: Surviving Start-ups – and Downsizing (Mank)
                 Emotional Intelligence as a Leadership Skill
                                Carolyn Bell-Roundtree

Why is it that some of the best and brightest graduates from prestigious business schools
can solve the most complex of technical problems and have impressive resumes but fail
in leadership? The answer is that they lack the requisite emotional intelligence skills.
Emotional intelligence as a leadership skill focuses on how leaders handle themselves
and their relationships.
       This short 90 minute workshop will help you identify your leadership and
emotional intelligence strengths. The workshop will also present a short simulation
exercise that requires you to use your emotional intelligence and leadership strengths.

Carolyn Bell-Roundtree is an engineer at the Research Development Engineering
Center, Huntsville, AL; a Ph.D. candidate in the department of industrial and systems
engineering and engineering management at the University of Alabama Huntsville; and,
President of BCR Consulting, LLC. BCR Consulting specializes in management and
leadership training and analyses in engineering and the behavioral sciences.

              Professionalism: An Integral Part of Your Career
                                    William Truran

        When one thinks of their professional career, one considers salary and benefits
and job title. We may think about continuing education to better the money and jobs.
But should we contemplate a wider and more rounded view of who we are and what we
represent? With a more "holistic" view to our career, we might want to include other
aspects in what could be called our responsibility to be the best that we can be. We may
want to consciously increase our skills and hone our abilities in our narrowly defined area
of concentration. But we may also want to do more.
        In this workshop we will discuss opportunities that lay in front of us to make
ourselves better professionals. Issues include: conscious career planning, paths over
time, concentrating into a specialty, broadening into related areas, balancing aspects to
each other, understanding legalities of the field, work ethics, giving back to the field of
endeavor through social as well as technical, civic responsibilities, ethics, interfacing
with and enhancing the relevant communities of practice, working in a society, creating a
legacy of your work for others to use as stepping stones, conveying to others your
idiosyncratic methods and practices that are key to your successes, and other issues.
        Professionalism is embodying the best qualities of your work, and to strive to
better those qualities and convey them to others.

William Truran is a consultant in industrial technology application and in resource
management, with over 25 years experience in control systems integration and project
management. He also is an affiliate professor and executive in residence at Stevens
Institute of Technology. He has also successfully started up two matured companies.
One company encompassed the design, build, installation, and service of industrial
controls; and was sold. The second company is an on-going concern in resource
                             The Technical Raconteur
                                      Gene Dixon

Why is the ―I Had a Dream‖ speech so well remembered? It was the simple things that
Dr. King did to make that speech such a memorable event. Every technical presenter
wants to be heard, understood, and, most of all have their message remembered. Rhetoric
is the art of using and placing words effectively so as to be remembered. Simplicity,
illustrations, and value are intertwined with purpose, preparation, and platform skills in
creating a memorable presentation. This tutorial draws on the techniques of preachers,
lawyers, rhetoricians, humorists, and raconteurs to summarize the essential areas of
concentration for presentations that will be remembered.
    The tutorial will include:
          Guidelines for visuals.
          Basic presentation skills
          Canons of rhetoric
          Methods of audience capture
          Hallmarks of organization
    This is intended to be an interactive session. As time permits, participants will be
given opportunities to practice new skills. Participants should come prepared to give a 1-
3 minute presentation and are encouraged to bring examples of recently used visuals.

Gene Dixon holds an M.B.A. from Nova Southeastern University and an MtlE. from
Auburn University. He has held positions in industry with Chicago Bridge and Iron,
DuPont, Westinghouse, CBS, Viacom, and Washington Group International. He has
owned his own consulting business, Southern Dynamics, where he has consulted and
coached businesses in the areas of time control, goal setting, and sales management. He
has addressed thousands of people as a trainer, motivator, and public speaker.

                      Balanced Scorecard for your Career
          Terry R. Collins, Ph.D, P.E and Dr. Mario Beruvides, Ph.D., P.E

Traditionally, the Balanced Scorecard (BSC) approach has been used as a tool for
corporate performance. Leading and lagging indicators are selected to measure how well
the organization is doing for a specific planning horizon. Performance levels are based
on departments or divisions rather on individuals. This seminar will present a new
application of the BSC approach. Practitioners and academics will participate in
constructing a balanced scorecard resembling a performance road map for their future.
This BSC will be consistent with their career goals, and it will be aligned with their
employer’s strategic mission.

Terry R. Collins, Ph.D., P.E. has been involved in performance measurement for 20
years in both an industry and academic setting. He currently serves on the faculty in the
Industrial Engineering Department at Texas Tech University. He has held faculty
positions at the University of Houston, and University of Arkansas where he was the
director of the operations management program and Arkansas Productivity Center. Dr.
Collins has received outstanding professor awards for teaching or service each of the past
four years. He serves ASEM as the south central regional director.

Mario G. Beruvides, Ph.D., P.E. is an associate professor of industrial engineering at
Texas Tech University. Dr. Beruvides is also the IE graduate advisor, director of the
Center for Systems Solutions, and head of the systems and engineering management MS
program at Texas Tech University. He received a Ph.D. in industrial and systems
engineering from Virginia Tech and an M.S.I.E and B.S.M.E. from the University of
Miami. His research interests include human and organizational systems performance
improvement as well as advanced economic performance issues.

            Business Warfare: Taking the Lessons Learned from
            Military History and Applying them to your Career
                            Charles W. "Chick" Keller, P.E.

    In business and in war it is the biggest, the most adaptable, and the cleverest who win.
Thus it is only logical that the lessons of warfare and business strategy might also apply
to creating and implementing your career plan. This session will cover three topics: 1)
the lessons of warfare as documented by two world renowned military historians Sun Tzu
and Clausewitz; 2) taking the lessons of warfare and applying them to business issues and
our response to 9/11, and 3) applying the lessons of warfare to developing and
implementing a career plan.

Charles W. "Chick" Keller, P.E., PMP has 30 years experience working with
engineering, construction, and information technology firms to create and implement
strategic plans, launch and ―brand‖ new products, improve profits, and motivate
professional workers. He has worked in senior management positions for a global,
energy-focused engineering/construction firm, a leading telecommunications company,
and a start-up computing firm. He currently is a professor in the engineering management
graduate program at the University of Kansas where he teaches strategy, system analysis,
and the structure of the global telecom industry.
              Effectively Portraying Performance Information
           Garry D. Coleman, Ph.D., P.E. and Eileen M. Van Aken, Ph.D.

All engineering managers measure and report data, but how this data is portrayed has a
major impact on the information it conveys and how easily it can be interpreted. This
tutorial will provide guidelines, tips, and examples for more effective visualization of
information, particularly performance information, to support effective interpretation,
evaluation, and decision-making. The presenters will share both contemporary and
classic examples of portraying information and participants will be encouraged to share
their experiences. Participants will leave the tutorial with tools they can refer to in the
future to improve the way they report and portray information.

Garry Coleman, Ph.D, P.E. is an associate professor of industrial engineering at the
University of Tennessee Space Institute. In addition to studying the use of planning and
measurement to improve organizational performance, Dr. Coleman teaches engineering
management topics to working engineers in UT’s MSIE distance education program. He
is a member of ASEM, senior member of IIE, member of ASQ, NSPE, and TSPE, and a
fellow of the World Academy of Productivity Science. He is the 2003-2004 president
elect of IIE’s Society for Engineering and Management Systems.

Eileen M. Van Aken, Ph.D. is an associate professor in the Grado department of
industrial and systems engineering at Virginia Tech. Dr. Van Aken is the director of the
enterprise engineering research lab, conducting research with organizations on
performance measurement, organizational transformation, and team-based work systems.
She received her B.S., M.S., and Ph.D. degrees in industrial engineering from Virginia
Tech. She is a member of ASEM, IIE, ASQ, and ASEE. She serves as the chair of the
U.S. Senate Productivity and Quality Award for Virginia and is a fellow of the World
Academy of Productivity Science.

                            Interpersonal Relationships
                                Harold Kurstedt, Ph.D.

This interactive session will focus on improving human relationships in the workplace.
We’ll start by reviewing the steps for building or improving relationships. We’ll look at
solution-focused thinking and how these mental models affect our relationships. We’ll
learn from examples of diagnosing and reversing difficult patterns of behavior we have
with other people. Each of us will use what we learn to deal with one of our own difficult
interpersonal cycles. Finally, we’ll consider triangles in relationships and how to form
healthy triangles.

Harold Kurstedt, Ph.D. is the Hal G. Prillaman Professor of Industrial and Systems
Engineering and is director of Virginia Tech’s systems engineering program. Harold has
been searching for the secrets of good management for 30 years. Harold discovered that
doing good management and hence quality were a matter of organizational culture
change, ultimately based on personal change. Today, Harold recognizes that all
organizations must improve their relationship competence to the level of their technical
competence and all managers and leaders must do more coaching than problem solving
or the human resource will under-perform. Effective leadership in an organization must
come from everyone in the organization and is directed at recognizing and surfacing the
strengths of others and gathering those strengths and moving them toward a common
vision. This leadership is solution-focused. Solution-focused thinking is based on a
blend of natural laws and basic principles from systems engineering, personal change,
and marriage and family therapy.

                     Surviving Start-ups – and Downsizing
                                    Del Mank, Ph.D.

This session looks at surviving start-ups and lay-offs, the seemingly polar ends of cyclical
business cycles. The skills for surviving start-ups are compared to those for surviving
retrenchments—with some lessons drawn from both theory and experience.
        Some parallels between the experiences of explosive growth and rapid
retrenchment are explored in this session that looks at life cycles and the Boston
Consulting Group Grid for some predictive capability vis-à-vis economic cycles and
more personally—the job outlook. Some rules describing the management of R&D
budgets are broadened to help make sense of the abrupt swiftness with which the business
cycles and job outlooks can change.

Del Mank, Ph.D. spent 30 years in the semiconductor high technology industry and has
been deeply involved as a senior executive with starting new businesses and turning
around troubled enterprises. His executive experience includes marketing and sales,
operations, design, and general business management. He has extensive international
business experience and his career has included both public and privately held
companies. Dr. Mank holds a BSEE and a Ph.D. in Engineering Management from the
University of Missouri-Rolla and an MBA from the University of Dallas. His research
interests include the financial returns to shareholders of technology firm R&D
        Dr. Mank has developed several multi-hundred-million dollar businesses and has
a long held interest in technology investments. He is currently a member of the Board of
Directors of Tundra Semiconductor Corporation in Kanata, Ontario, Canada. Del also
works as a management consultant to high technology start-up companies, is an executive
coach, and he lectures in the Management of Technology area of Engineering
Management at the University of Missouri – Rolla.

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