Engineering Management course GET501.pptx

This helps student to have better understanding of leadership and management skills in an industry

1. People and Team GET 501 PRESENTATION

2. T ogether E veryone A chieve M ore

3. In the absence of alternative methods for understanding, model provide value.

4. Abraham Maslow’s hierarchy of needs .

5. Personal Growth : It is essential to identify personal areas of weakness and goals for continuous improvement. And the simple approach is that before starting any work, plan your approach, process, and expected outcomes. Be a planner NOT a firefighter. Learning : Understanding the learning process will help when you are delegating tasks, training new employees, acquiring new skills, or assessing professional progress. Attention and focus : Understanding the relationship between tasks and how people work makes it possible to be more effective.

6. Companies are made up of people with different personalities and motivations, and it is important for professionals to be able to understand and work with these differences in order to achieve common goals. The following section provides concepts and terms to help with this understanding and problem-solving .

7. Motivation Motivation can come from a variety of sources and can be affected by changes in an organization. It is important for managers to strive to minimize negative factors and empower employees in order to maximize motivation. Signs of demotivation include: Passive behavior . Resentment. Anger. Social group formation. Increased absences. Quiet communication. And a change in perception. It is important to address demotivation in order to improve the overall well-being and productivity of the team.

8. Politics Political strategies are the actions and behaviors that people use to achieve their goals and influence others in an organization. There are both positive and negative strategies that can be used. Positive strategies include finding mutually beneficial outcomes through compromise (win-win) and involving people in shaping decisions to build consensus. Negative strategies include manipulation, tit-for-tat, domination, and isolation. It is important to be aware of personal agendas and to try to understand and respond thoughtfully to the agendas of others. Political problems can occur when people do not unite or do not understand the goals of the organization. These problems can be caused by conflicts between peers with referent power or between referent and legitimate authority. Political warning signs include ideology and absolutism, end-justifies-the-means philosophies, and social camps and groups.

9. Politics(Continuation...) In decision-making situations, it is important to consider the impact on individuals, resources, and the rate of change, and to try to use win-win strategies. It is also important to avoid forcing authority on others unless there are no alternatives and to minimize the use of negative decisions.

10. Loyalty And Trust Loyalty is a measure of how well people adhere to the needs of a company or group. It is based on trust and is built over time. Trust is also important in customer relationships, as it helps to build understanding and predictability. Factors that contribute to building trust include ethics, experience, approach and justification, honesty and transparency, realism, and confidence. Building trust is especially important in the early stages of a project or business relationship.

11. Responsibility And Authority Authority is the power to make decisions and take actions, accountability is the review of the results of those actions, and responsibility is the combination of both. It is important for managers to delegate authority appropriately, but also hold employees accountable for their actions. Feedback is an important part of the process, and should be given regularly in a positive and constructive manner. It is also important to recognize positive contributions and provide constructive feedback for areas that need improvement.

12. B eing a senior person and directing others with more topical knowledge and experience than you, can seem intimidating at first, but it does get easier with time and experience. If you can show people that you are competent you will get respect. Look to others for suggestions and feedback. Accepting that all of us have strengths and weaknesses we can better understand ourselves and look to others to help complement our abilities. Management by objectives: The employees are asked to propose their work goals in support of the organization needs. The ability to influence work assignments also increases employee self-control and increases motivation. One approach is outlined as follows:

13. Make a prioritized list of what you need them to do and what you want to do (optional). Have them develop a list, also prioritized, of what they would like to do, and what they want from you. Sit together and review the lists, hopefully as professional peers. Find those items that are wants and needs for each. Then, go through the lists by priorities and pick some goals and eliminate others. Leave some items off the lists. Do not try to do everything.

14. Leadership habits As a manager there are a number of good practices you should get accustomed to Understand people: Understand individual motivations, what people need to thrive, Be aware of issues in the group, Understand that everyone wants to contribute in their own way, Listen to them, Motivate: Provide recognition for progress and work done well, Encourage and allow people to apply their strengths, Allow people some freedom to choose what they do. Be knowledgeable: Understand the objectives of the project, Structure processes to manage complexity, Listen and respond thoughtfully, Look for “orphan tasks” that need people or resources. Be trustworthy: Be honest and transparent, Keep people aware of reasons for decisions and actions, Be selfless, Be proactive .

15. We all have bad habits: Identify some of the habits that you need to improve Dehumanize and marginalize: Assume that a paycheck makes an employee do whatever is asked; relate pay with motivation. ignore issues and worry until they become problems. Let people take care of themselves. Rely on self-preservation. Compare an individual’s effort to the strongest performers. Bully and micromanage Use threats to get things to happen. Use fear to promote productivity and creativity. Punish all mistakes so that they will not occur again As a manager It is natural that you will encounter negative and differing opinions. Regardless of how or what is said, try to find the value. If you are competent and capable you will accept that there are multiple views and they all have value. It is incredibly beneficial to have somebody who will give you blunt criticism.

16. Impartial: It may be your idea, but don’t be afraid to let it go. Ask: Find out why a person disagrees. Listen: The other person may be right. Explain: Your viewpoint may not be obvious. Agree: Be prepared to accept their opinion in place of yours.

17. Delegation Delegation means that responsibility is assigned by giving authority to the employee, along with accountability. When responsibility is assigned you need agree, disagree, or say what you will do instead. Delegation is a simple cycle: assign a new task, the work is performed, the outcomes are assessed, and plans are made for the next delegation cycle. Eventually the delegated task becomes a permanent responsibility. Some important points to consider when delegating are : Use delegation for training. Clear expectations are critical Provide resources and access during the learning phase. Don’t delegate a job you wouldn’t do yourself. Welcome mistakes as long as they come with learning and growth.

18. Making inclusive decisions Are you aware that, If you are always behind you will never catch up ? If employees have no control they will not willingly accept responsibility, A good practice is to seek input on every decision and accept feedback constructively to achieve group approval. If a decision is unanimous then people will be faithful. Wellness And Productivity Everybody has problems at some point in their life.A callous response is to discard employees problem. The right thing to do is to help them overcome the problems, to improve their life, and become productive and fulfilled.

19. 4.3.5 CONFLICTS AND INTERVENTION Conflicts is the disagreement between people or individuals.When problems arise they come in different variations including (1) all of the team with one person, (2) some of the team and one person, (3) some of the team to some others on the team, and (4) one to one person. Identification: it is neccessary to identify the causes of conflicts before intervention. 1. Equipment and facilities 2.Roles 3. Power 4. Threat Resolution Methods: 1.Forcing 2.Smoothing or accommodating 3.Confrontation or problem solving outcome of conflicts

20. 4.3.6 HIRING AND PROMOTION Factors to consider when hiring an employee or consultants includes (1) technical abilities, (2) potential for trust, (3) potential for loyalty and faith, and (4) potential for productivity.

21. A team consist of people or individuals with different ideology, opinions, personalities and skills coming together to achieve a set goal. A team increase working hours and productivity. Factors considered when developing teams are (1) technical knowledge and skills, (2) personality (introvert, extrovert, detailed etc.), and (3) working styles (methodical, strategic, etc.).

22. 4.4.1 SKILLS MATRIX Skill matrix is a process of sectioning individauals with different skills to fit in certain areas in a project that requires such critical skills. this is done when some expected challenges are to arise in a project. To begin, develop a list of challenges that are expected during the project. Focus on those problems that (1) are unusual, (2) are not commonly done, (3) require a special skill, or (4) must be done precisely. once this is done, fitting people with the ability to solve the listed chenallges comes next. 4.4.2 PROFILING A personal history tells us the most about how someone works and his or her personal approach. Working with someone for the first tme , you count on informations that’s 1. self reported, 2. Heard secondhand or 3. provided by references. A starting piont to understanding people is to put names on prodective behaviors.. 1. champion 2. intuitive 3. detail oriented 4. people person 5. problem solver personality trait changes over time especially when amplified by stress and exhaustion.

23. Personal matching it is far similar to match technical talents and knowledge than to chose personalities that will be productive. In general you need some sort of natural leadership to move through difficult decisions and tasks. This fig 1.1explains a spectrum of personalities that should be considered in team formation, managers will group to minimize conflict 1. Blending (in absence of strong personalities) 2. Grouping (with extreme offensive and defensive personality types) Offensive (extrovert) Defensive (introvert

24. Managing teams If you understand the composition of your team and the role of each team member, you will be able to communicate these details, help people understand their contributions, understand your relationship to other team members. Some guidelines for a successful team are Productivity Bonding Composition Responsibility Methods Goals and objectives Frequent gratification Linear responsibility chart The Linear responsibility chart LRC is then used for activities such as labor estimation, budgeting, assigning tasks, generating schedules, and job costing. When compiling Linear responsibility chart (LRC) you need consider Experience New Responsibility

25. The goal of the engineering profession is to uphold the public's trust. Engineers must be knowledgeable, effective and moral. TIME MANAGEMENT There is always more work than time. You will never be able to do everything. The same is true for people you manage. The secret to time management is to patronizes your tasks and complete them first. BEING ORGANIZED There are so many ways in which information is been processed which can Take a lot of time. Which includes, mails, phone messages, verbal request written request there are several tips that can be helpful while handing email of other messages, bur email filters are the best. These can accept incoming emails and either forward them or place them in a folder based on the sender, topic and content.

26. ETHICS Morals are personal beliefs, quite often related to social and religious norms. Ethics are a set of professional rules that preserve the trust for a profession and maintain legal boundaries. As professionals grow they develop a clear distinction between their personal morals and professional ethical decisions as illustrated below The basic principles of ethics are a remarkably simple priority of obligations. Some of the basic ethical principles are as follows: Be fair, impartial, and loyal. Put public safety ahead of all other responsibilities. Honor integrity, courtesy, and good faith. Disclose other concerns that might impact your decisions at work. Only do technical work and express technical opinions that are well supported.

27. C ommon types of ethical lapses are: Negligence Failure to consider the safety and well-being of the ultimate user or consumer Failure to correct a situation dangerous to the public Failure to follow guidelines, codes, and standards Certifying work without verifying the content If directions are not followed point out the potential problems ETHICAL DILEMMAS This are ethical cases where the problem is open to interpretation. Common examples are Conflict of interest: Impartial decisions are tainted by personal interest. In these cases you have something to gain personally when you are trusted to make an impartial decision. Whistle blowing: An employer is violating public trust and you must observe a higher-priority loyalty to the public. The basic steps to be followed in the whistle-blowing process are: (1) Detection of a problem (2) Investigation of the problem to form sound technical opinions (3) Attempt to remedy the problem with employer/client (4) If a “standoff” occurs, contact the appropriate government body and begin the whistle-blowing procedure

28. DIVERSITY Diversity is the practice or quality of including or involving people from range of different social and ethical backgrounds and of different genders and sexual orientation. It a simple truth that on a daily basis engineers will work with people different from themselves. These diverse groups of people vary in many ways including cultures, ethnicity, gender, philosophies, disabilities, desires, expectations, and much more. A very limited list of these differences are shown as follows, but can be easily expanded. Religion: An endless source of conflict, even within the same religion Politics: Allegiances to politics These diverse groups of people vary in many ways including cultures, ethnicity, gender, philosophies, disabilities, desires, expectations, and much more. Country: Nationalism and patriotic opinions Culture: A distinct group Class: An inherited or entitled attribute Financial status: How much money you make l Age: Perceptions of ability and contributions Gender: Gender differences and relationships

29. People and Teams respond differently to stereotyping. The whole thing becomes messy quickly. The safeststrategy is to wait for a person to define his or her identity. The following list shows a number of triggers that lead to problems. However, if you are not sure, look for cues and learn quickly. 1. Behavior: Gestures—Hand signs and motions, pointing Looking—Eye contact Common sense—Practices that have developed and accepted as normal Social: Class Being aware of class such as upper class versus servant Familiarity—Use of names and titles 2. Philosophy: Religious beliefs (this is a very big one to the point of life threatening) Sexual beliefsPolitical —Freedom, democracy, religion, socialism, legal systems Superstition Numbers, rituals, omens 3. Physiology:Age Gender Hygiene and cleanliness—Shoes, washing, cough/sneeze/sick, etc.

30. ENTREPRENEURSHIP A crisis means a change that creates both threat and opportunity. This section will outline some of the business knowledge and anecdotes for first-time entrepreneurs. The key to starting a business is opportunity. You will need to be able to do something that some- body else is willing to purchase. It is often better to focus on industrial or specialized needs as they tend to be easier to develop, build, and sell at a reasonable profit. However, following the business/project plan will be the best path. Figure below shows some of the problems that cause entrepreneurs to stray from their plans and lead to failure.

31. Some questions and thoughts are provided to prompt the progress assessment process: 1.Creativity is fun but invention is 1% inspiration and 99% perspiration. l Are you treating each day like a regular job? What can go wrong, and what can I do to prepare? Is the plan working? Am I on track for success? Do I really need to spend money? Can I buy something used? Can I do without? Can I improvise? L Can I get similar results but spend less money? When you succeed it will be very rewarding .When you fail, learn from your mistakes; Fail constructively. Knowledge and support for creating small businesses are available in many forms. Consider free government consulting, paid services, business associations,professional societies and so on.

32. .The following lists a few of the items to consider 1. Motivation and failure:Most new companies fail, Success sometimes takes a few times. Things change Persistence Poor for a while It often takes years Save your money until it is needed 2. Factors in success: Persistence and enthusiasm First things first: Value-added only Manage your employee: You Firm objectives: Flexible goals 3. Factors in failure: Spending freely on secondary needs Following unrelated opportunities Spending time on the unessential Hiring staff too soon Failure to plan. 4.Items to remember: Permits and licenses (e.g., business) Health insurance

33. Questions and Answers 1. What would widespread cynicism indicate? Answer: Lack of trust or confidence 2. Is a personal agenda, personal or selfless? Answer: Personal 3. Are loyalty and obedience the same thing? Answer: No Consider Maslow’s hierarchy. 4. Does accountability move up or down the pyramid? Answer: Down 5 .Which of the following is not a conflict resolution mechanism? (a)Forcing (b) Confrontation (c) Reputation (d) Collaborating 6 .The following are factors to consider in hiring except (a)Technical abilities (b) potential for trust (c) potential for loyalty (d) personality. 7. The following are factors to be considered when developing a team except (a)Personality (b) maturity (c) working style (d) technical knowledge

34. THEORY QUESTION 1.What does polite mean? 2. Define Entrepreneur 3. Is it possible for somebody to be a nurturing bully? Explain. 4. How could management by objective increase employee morale? 5 .Explain the term Conflict and list 5 causes of conflicts 6 .What do you understand by the word TEAM and list the factors to consider when developing a team 7 .Explain the following productive behaviours a.Champion b. intuitive c. people person d. detail oriented e.problem solver 8 . List three advantages of blending, and three advantages for grouping. 9. What are three advantages of an LRC? 10. How does the saying “put first things first” apply to time management? 11. Who is a firefighter?

35. THEORY ANSWER 1. Polite is having or showing behavior that is respectful and considerate of other people 2. Entrepreneur is a person that set up a business or businesses taking on financial risks in hope of profits. 3 . YES, A nurturing bully would use threats to get things to happen, Discipline in public to teach others a lesson, Dictate actions, punish all mistakes so that they will not occur again 4. management by objective could increase employee morale when the manager consider the following approach I. w hen the manager Make a prioritized list of what you need the employees to do and what you want to do Ii . Have them develop a list, also prioritized, of what they would like to do, and what they want from you. Iii . Sit together and review the lists, Iv. Find those items that are wants and needs for each.

36. v. Then, go through the lists by priorities and pick some goals and eliminate others. Vi. Leave some items off the lists. Do not try to do everything. 5.Conflicts is defined as the disagreement between people or individuals. Causes 1.Excessive 2.Roles 3.Power 4. Threat 5. Personality 6. A team consist of people or individuals with different ideology, opinions, personalities and skills coming together to achieve a set goal. A team increase working hours and productivity. Factors to consider (1)technical knowledge

37. (2) personality (3) working styles 7(a) champion: A champion is somebody who is personally driven to see a project from beginning to end. Tends to take and do what needs to be done and always encourages the team members. (b) Intuitive: An intuitive person is Often able to tell when things don‘t feel right and is able to make a reasonable choice In the absence of a solid direction. (c) People Person: A social leader that promotes and is able to establish a good relationship status with others. (d) Detail Oriented: a detail oriented is very good at noticing small details and often catches careless mistakes. (e) Problem Solver or Shaper: Uses a methodical approach to solve problems and can reduce complex problems to manageable pieces.

38. 8. Advantages of blending Divers perspective Increased creativity Better decision making Advantages of grouping Improved team cohesion Easier communication Specialization 9. A linear responsive chart is a visual representative of the roles and responsibility within a team of project Improved communication Enhanced accountability Increased efficiency 10. The saying ‘put first things first’ refers to the idea of prioritizing tasks based on their importance. In the context of time management, this means focusing on the most importance tasks first, rather than spending time on less important tasks or activities. 11. A firefighter is a very noticeable person that ignores issues until they become problems.