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Engineering design and the profesional engineer In historical terms engineering design has been closely associated with engineering management: Brunel was a designer who personally controlled the construction of his designs. Perhaps Sir Henry Royce was the archetype of designer/manager: Director and Chairman of the board, he was responsible for every single aspect of the design of the early Rolls Royce engines. There exists today very few large single product firms in which such individuals could flourish. One exception is the Martin Baker Aircraft firm in which Sir Martin Baker performs a similar function to that of Royce. In industry the single individual combining the dual function of a designer on the drawing board and a manager has receded and the dominant role is occupied by the administrator or manager. The complexities of the modern firm have tended to relegate the design function to one section of a complicated system which also includes for example the processes of developing, manufacturing, marketing and servicing of a product. This state of affairs has been observed by the professional engineer, who, although he has been aware of the importance of design, has veered away from the engineering design office to allow his talents to develop in one of the many other aspects of an engineering profession. The situation has been recognized by industry that no longer places the engineering designer in a privileged position and latterly by the Council of Engineering Institutions and the Engineering Industry Training Board.

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