The engineering manager's success is being judged increasingly on qualitative measures concerning the human elements of the work. These new measures require engineers to become as skilled and at ease with the tools, methods, and techniques for qualitative issues as with more traditional quantitative tools, methods, and techniques. It is argued that to achieve success toward these qualitative measures demands a new way of thinking, indeed a new culture embodying new values and traditions. Engineering managers must use culture change mechanisms along with their other management tools. They must view concepts such as just-in-time, total quality management, and continuous performance improvement as integral to culture change efforts; these concepts and corresponding programs require an underlying culture to create an environment for change. It is concluded that engineers who want to manage and change culture and communicate these changes must become comfortable with hoopla and symbolism to add drama and life to their words and plans.
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