Management and Supervisory

Aretha Franklin famously sang “R-E-S-P-E-C-T. Find out what it means to me,” as a demand for equal treatment for women and minorities during a period of immense societal change.

John Televantos, partner at Arsenal Capital Partners, sat down after his keynote address to speak with

Have a team effort ahead? Use these tips to collaborate effectively, even when you're in different locations and with different levels of technical skills and expertise.

A motivated team is a productive team. Read on for more insights on how to build strong motivation that will help your team reach its goals.

Motivation can be nebulous, appearing and then simply disappearing. In a team environment, it is vital that you ensure it stays put to drive results and reach goals.

Just like being interviewed, successfully conducting an interview requires proper preparation.

Having a PhD does not mean you have to spend your whole career working in research. Experienced attendees discussed how they overcame the stereotype that PhDs are research workers and moved into leadership roles in industry. A Q&A session addressed career planning issues that new PhDs should consider when starting out in industry.

I captured some highlights of this session in the following videos:

This month, CEP features a look at business planning, as well as pump sizing, reducing process safety risks with the bow-tie diagram, and much more.

A business classic on team building shares techniques for building strong teams and results.

Open innovation may be the latest buzzword, but it's value to chemical engineers goes well beyond a shiny new expression to toss about. Check out this review of one of the latest books dedicated to the subject.

Adrienne Minerick is the associate dean for research and innovation at Michigan Tech. She also serves as chair of the American Society for Engineering Education's (ASEE's) National Divers

In the last blog post, I talked about how a literature survey in chemical engi

It's been common advice many times during my studies to reduce technical detail in presentations, as management personnel do not understand them.

What type of leader are you, and what are your strongest abilities? Learning to lead means understanding where your strengths as a leader lie so you can also learn to manage your weaknesses.

If you are considering or have been offered a management position, how are things going to change for you? What is that first year going to be like? Dr. Jonathan Worstell outlined some answers to these questions and a framework for the transition of the new manager.

We'd like to share your story with others in CEP magazine.

Good problem-solver? Huey Duck, your client, has inherited an oil tanker from his great uncle, Scrooge McDuck. Can you help Huey understand the market value of his inheritance?

How good are you at solving problems? One of the world's leading auto manufacturers has a tricky distribution problem for you!

If you are like most engineers, you didn’t have much time for electives in college – and when you did, economics may not have been your cup of tea. Wouldn’t it be wonderful if AIChE had some business-related programming at the Annual Meeting for Young Professionals to learn more and add to their skill sets? Your wait is over!

The ChE discipline would benefit by putting just as much focus on developing the next generation of Jack Welchs as well as Linus Paulings. What is the business case for doing so? This series has shed light on how these other skills directly affect our careers and ability to get work accomplished and even the potential impact on the financial viability of our engineering departments.

Trying to figure out your career path? One option: be a jack-of-all-trades, master-of-many—broaden your skill set to make yourself more valuable to small businesses.

Many tasks are solved by teams, but they can either work together harmoniously with great results, or cause real headaches and produce very little. By keeping seven key tips in mind, you can keep your team on track to success.

Attributes we learn through our training as ChEs are: confidence (being able to think on your feet), professionalism, and a commitment to excellence.

ChE training provides the analytical skills that makes ChE's the ideal “get-it-done” corporate mechanics: Need to solve a ambiguous problem using an analytical framework while staying within resource constraints to maximize NPV? No problem.

Most engineers I knew in my MBA program went into finance. It’s not too surprising: you need to be analytical and highly skilled in Excel. Our academic cousins in Physics were applying differential equations at Long Term Capital Management (the case study for “math gone wrong”) and prior to the housing crisis Wall Street was even hiring engineers without their MBAs (article). But there is a difference between finance for the Street and the finance used to drive operations. We’ll focus on the latter and how it ties into our fundamental building block for ChE: The Material & Energy Balance.