Why engineering students need Management skills

Today, technocrats play a pivotal role in shaping the future. From designing smart cities to developing sustainable energy solutions, the journey requires a new breed of engineers equipped with strong management and leadership skills. Higher education has yet to fully acknowledge, embrace, and integrate this significant evolution. The gap between technical expertise and management skills needs to be addressed due to the increasing demand for manpower who can wear multiple hats. How can we do this?

Interdisciplinary courses: Integration of knowledge from multiple domains such as Civil, Mechanical, Electrical, and Computer Engineering and Social Sciences can equip the students with analytical versatility essential to handle complex, real-world problems. Courses such as Technology and Innovation Management equip students with tools to lead product development, manage R&D projects and understand market dynamics. Construction Management prepares students to plan, coordinate, and execute projects.

Environmental/ Green Management ensures that every student, irrespective of their area of study, gains an understanding of sustainable development, ecological balance, and environmental ethics and of sustainable practices, eco-friendly innovations. Sustainable Engineering enables students to integrate sustainability principles and ethical design practices into diverse engineering and non-engineering fields.

Engineering Economics integrates the principles of finance and management to help engineers assess project feasibility, cost, and resource optimisation. Systems Engineering fosters the ability to analyse, design and manage complex systems by blending Mechanical, Electrical, and Software Engineering knowledge. Human-Centred Design and Product Innovation emphasises design thinking and user experience, ensuring solutions meet human needs effectively. Entrepreneurship for Engineers develops business acumen. Business Communication and Leadership Styles and Strategies equip students with essential skills and foster a culture of initiative, innovation, and accountability. By integrating these courses into engineering management education, students gain a comprehensive skill set that blends technical proficiency with leadership, strategy, and creativity.

Experiential learning: Rather than relying solely on theoretical instruction, students should be involved in real-world activities, live projects, and simulations that mirror professional challenges. This enables them apply classroom knowledge to practical scenarios, enhancing a solution-oriented mindset, creativity, and critical thinking. By engaging in project-based learning, leadership simulations, and sustainability-driven initiatives, students gain a strategic and inclusive understanding of engineering management.

Mentorship: Fostering connections between students and industry leaders offers personalised guidance and insight into the multifaceted nature of engineering management and professional development pathways. Learning from those who have successfully transitioned from technical roles to executive positions can inspire and prepare students for their own leadership journeys. Through structured mentor-mentee relationships, students can learn from the experiences of engineers, managers, and entrepreneurs, enabling them to navigate complex technical and Business complexities with confidence.

Beyond individual growth, the structured mentorship programmes cultivate a collaborative culture and enhance professional networks, encouraging students to engage with diverse perspectives and cross-functional teams. By embedding mentorship into Engineering Management education, institutions equip graduates not only to excel in technical roles but also to assume leadership responsibilities.

The writer is a Professor in the Department of Project and Construction Management, MIT College of Management and Computer Applications, MIT Art, Design and Technology University, Pune.