The Unwritten Laws of Engineering by California engineer W. Julian King was first published in 1944 as three articles in Mechanical Engineering magazine. It has been in print as a book ever since. Recent editions, including a trade version, The Unwritten Laws of Business, have revisions and additions by James G. Skakoon. The Unwritten Laws are not about engineering, but about behavior and contain sound advice for any business and its employees.
A Manifesto for Manufacturers
HOWEVER MENIAL and trivial your early assignments may appear, give them your best efforts.
DEMONSTRATE the ability to get things done.
DEVELOP a “Let’s go see!” attitude.
DON’T be timid – speak up – express yourself and promote your ideas
STRIVE for conciseness and clarity in oral or written reports; be extremely careful of the accuracy of your statements.
ONE of the first things you owe your supervisor is to keep them informed of all significant developments.
DO NOT overlook the steadfast truth that your direct supervisor is your “boss”.
BE as particular as you can in the selection of your supervisor.
WHENEVER you are asked by your manager to do something, you are expected to do exactly that.
CULTIVATE the habit of seeking other peoples’ opinions and recommendations.
PROMISES, schedules, and estimates are necessary and important instruments in a well-ordered business.
IN DEALING with customers and outsiders, remember that you represent the company, ostensibly with full responsibility and authority.
DO NOT try to do it all yourself.
EVERY manager must know what goes on in their domain.
CULTIVATE the habit of “boiling matters down” to their simplest terms.
CULTIVATE the habit of making brisk, clean-cut decisions.
LEARN PROJECT MANAGEMENT skills and techniques, then apply them to the activities that you manage.
MAKE SURE that everyone – managers and subordinates – has been assigned definite positions and responsibilities within the organisation.
MAKE SURE that all activities and all individuals are supervised by someone competent in the subject matter involved.
NEVER MISREPRESENT a subordinate’s performance during performance appraisals.
MAKE it unquestionably clear what is expected of employees.
YOU OWE it to your subordinates to keep them properly informed.
NEVER MISS a chance to commend or reward subordinates for a job well done.
ALWAYS ACCEPT full responsibility for your group and the individuals in it.
ONE OF the most valuable personal traits is the ability to get along with all kinds of people.
NEVER UNDERESTIMATE the extent of your professional responsibility and personal liability.
LET ETHICAL BEHAVIOR govern your actions and those of your company.
BE AWARE of the effect that your personal appearance and behavior have on others and, in turn, on you.
BEWARE of what you commit to writing and of who will read it.
ANALYSE yourself and your subordinates.
MAINTAIN your employability as well as that of your subordinates.
Thanks to blog reader "Alois Senefelder" who suggested this Manifesto be posted in Quality in Print.