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Psihologiceskoe soprovozdenie deatel’nostij rabotnikov zeleznodoroznogo transporta Ukrainy

Samsonkin V. N., Mazyrenko Z. P.

Problemy Kolejnictwa

2013

Z. 158

111--118

The article deals with the implementation and operation of the system of psychological support of the workers of the Ukrainian railways. An important role belongs to the system of psychological support of activities of the railway workers of Ukraine for to improve the quality and efficiency of rail transport, train safety, reduction of injury, occupational diseases and management of human resources. This system is a holistic process of learning, formation, development and correction of professional growth. It is a system of professional activities of psychologists, aimed at creating social and psychological conditions for success and psychological development of the individual in the process of professional interaction. The psychologists of depot regional and suburban trains and locomotive depots provide functioning of this system. The Beginning of the psychological support services - December 2004. At first it was only for members of locomotive crews, given this history, and a significant share of this category of workers guilty of violations of train safety. The members of the research department of human factor «DNDC UZ» together with the relevant departments if «Ukrzaliznytsya» are exercising methodological support, monitored and coordination activities of psychologists. The results of the introduction of psychological support activities: 1. Decreasing the negative impact of human factors on safety on the railways. 2. Prevent the emergence of neuropsychiatric disorders and psychosomatic diseases. 3. Increasing resistance to stressful situations of locomotive crews. 4. Reducing the number of problem (conflict) situations that arise when locomotive crews are incompatibility. 5. Improving the socio-psychological climate in the collectives. 6. High level of professional motivation of locomotive crews. 7. High level of loyalty among the conductors and locomotive crews to the company “Ukrzaliznytsya” 8. Decrease the potential fluidity of personnel.

How engineers become CEOs: implications for education and training

Goh S., Coaker W., Thorpe D.

Journal of Achievements in Materials and Manufacturing Engineering

2008

Vol. 31, nr 2

846-852

Purpose: This paper provides results of an investigation into the career progression of engineers in Australia, determining the skills and qualities they need to become large company CEOs and thus recommend strategies for long term career development. Design/methodology/approach: This investigation used a questionnaire to gain a view on the perceptions of top-level executive who have an engineering degree on the training of engineers. It was aimed at discovering their perceptions as to the skills and attributes that they possessed that had assisted in their success. Questionnaire participants were selected on the basis that they held a Bachelors degree in Engineering and have been successful in the business world. These participants were sourced from the "Who's Who In Business" (WWIB) database. In order to maximize the level of responses, the questionnaire was distributed by both email and regular mail. Findings: Findings indicate: CEOs often reach their position as natural career progression rather than actively seeking management; key attributes and skills are perceived as being more important than qualifications; Leadership, communication skills and financial training are the most important training requirements; most universities do not cover some highly desirable skill sets and attributes. Practical implications: University courses can be adjusted to better reflect the needs of industry; students and engineers can plan careers more effectively by considering their personal attributes and the skill sets required of executives; professional development programs can be designed to maximise proficiencies at the most beneficial stage of their career. Originality/value: There is some overlap between the skill sets of CEOs and engineers. Thus by effective education and training, engineers may be in a better position for the transition into the management.