In South Africa, as in many other countries, the young engineering graduate is promoted quite soon to a management position where he uses less technical skills and more people-oriented skills. In the standard undergraduate curriculum for engineering, little attention is paid to the non-technical issues of the profession. An undergraduate course in management techniques cannot be a substitute for a MBA or Masters degree in engineering management, but can at least create an awareness of the practical problems facing the engineering manager. The aim of this paper is to provide an outline of such a course structure at the University of Stellenbosch. A survey is also presented on management training in the South African and Australian mineral industries. Feedback from students and graduates indicates that the fresh graduate does not fully appreciate the value of such a course until he/she achieves a position of responsibility after two or three years. Nevertheless, the management course appears to be successful in widening the perspectives of the engineer. As explained frequently in management journals, the technically oriented person (the engineer) has a convergent thought pattern, which could be in conflict with the more divergent thought pattern of the top, personnel or marketing manager. It becomes increasingly imperative for the young minerals engineer to be externally oriented instead of the traditional internal focus of engineering. The engineer should not only be aware of environmental issues in the technical design and operation of plants, but should also understand the inter-relationship between public relations, political pressures and environmental perceptions vis-d-vis technical facts.