LESSON-3-INTRODUCTION-TO-ENGINEERING-MANAGEMENT_WHAT-IS-ENGINEERING-MANAGEMENT.pdf

lecture presentation about engineering management

1. Lesson 3
What Is
Engineering Management

2. ►Engineering management refers to the activity
combining "technical knowledge with the ability to
organize and coordinate worker power, materials,
machinery, and money.
2https://www.youtube.com/watch?v=_OBqwhYLEJo

3. ►When the engineer is assigned to supervise the work of
even a few people, he is already engaged in the first
phase of engineering management.
►His main responsibility is to lead his group into
producing a certain output consistent with the required
specifications.
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4. ►The top position an engineer manager may hope to occupy
is the general managershipor presidency of any firm, large
or small.
►As he scales the management ladder, he finds that the
higher he goes up, the less technical activities he performs,
and the more management tasks he accepts.
►In this case, it is but proper that the management functions
taught in pure management courses be well understood by
the engineer manager.
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5. What is MANAGEMENT?
►Since the engineer manager is presumed to be
technically competent in his specialization, one may
now proceed to describe more thoroughly the
remaining portion of his job, which is management.
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6. ►Management may be
defined as the "creative
problem solving-process of
planning, organizing,
leading, and controlling: an
organization's resources to
achieve its mission and
objectives.

7. ►The Australian Edmund Young, in supplementary
notes used in teaching, wrote that
▪"Management" has been one of the most abundant
and misused words in the 20th century English
language.
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8. ▪It has been a "fad" word as well.
▪Civil engineers discuss river basin management and
costal management, doctors discuss disease
management and AIDS management, garbage
collectors are now "waste management experts,"
and the glamorous Hollywood actress June Fonda
even has a "school of figure management.
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9. ►Mcfarlandtraces the meaning of the words
"manage" and "management" as follows:
▪The word manage seems to have come into English
usage directly from the ltalianmaneggiare, meaning
"to handle," especiallyto handle or train horses.
▪It traces back to the Latin word manus, "hand."
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10. ▪In the early sixteenth century manage was gradually
extended to the operations of war and used in the
general sense of taking control, taking charge, or
directing ....
▪Management was originally a noun used to indicate
the process for managing, training, or directing.
▪It was first applied to sports, then to housekeeping,
and only later to government and businesses.
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11. ►McFarland continues by identifying "four
important uses of the word management,:
▪(1)an organizational or administrative process;
▪(2) a science, discipline, or art;
▪(3) the group of people running an organization; and
▪(4) an occupational career
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12. ▪Sentences illustrating each of these in turn might be:
•(1) "He practices good management";
•(2) "She is a management student";
•(3) "Management doesn't really believe in quality";
•(4) heard from innumerable college freshmen) “I wanna
get intamanagement.“
►Of these four, most authors of management
textbooks are referring to the first meaning (the
process) when they define "management."
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13. ►Of these four, most authors of management
textbooks are referring to the first meaning (the
process) when they define "management."
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14. ►According to some of these authors,
management is:
▪The work of creating and maintaining environments
in which people can accomplish goals efficiently and
effectively (Albanese)
▪The process of achieving desired results through
efficient utilization of human and material resources
(Bedeian)
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15. ►The process of reaching organizational goals by
working with and through people and other
organizational resources (Certo)
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16. ►A set of activities (including planning and
decision making, organizing, leading, and
controlling) directed at an organization’s
resources (human, financial, physical, and
information) with the aim of achieving
organizational goals in an efficient and effective
manner (Griffin)
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17. ►The process by which managers create, direct,
maintain, and operate purposive organizations
through coordinated, cooperative human effort
(McFarland)
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18. ►The process of acquiring and combining human,
financial, informational, and physical resources
to attain the organization's primary goal of
producing a product or service desired by some
segment of society (Pringle, Jennings and
Longnecker)
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19. ►Albanese provides a set of definitions of the
word "management" suggested by a sample of
business executives:
▪Being a respected and responsible representative of
the company to your subordinates
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20. ▪The ability to achieve willing and effective
accomplishments from others toward a
common business objective
▪Organizing and coordinating a profitable
effort through good decision making and
people motivation
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21. ▪Getting things done through people
▪The means by which an organization grows or
dies
▪The overall planning, evaluating, and
enforcement that goes into bringing about
"the name of the game"-profit
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22. ▪Keeping your customers happy by delivering a
quality product at a reasonable cost
▪Directing the actions of a group to accomplish
a desired goal or objective in the most
efficient manner
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23. The Process of Management
►Management is a process consisting of planning,
organizing, directing (or leading), and
controlling.
23https://www.youtube.com/watch?v=KBfp4pzBIm8

24. ►Explained in a simple manner, management seek
to:
▪find out the objectives of the organization,
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25. ►Explained in a simple manner, management seek
to:
▪think of ways on how to achieve them
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26. ►Explained in a simple manner, management seek
to:
▪decide on the ways to be adapted and the material
resources to be used
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27. ►Explained in a simple manner, management seek
to:
▪determine the human requirements of the total job
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28. ►Explained in a simple manner, management seek
to:
▪assign specific tasks to specific persons
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29. ►Explained in a simple manner, management seek
to:
▪motivate them
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30. ►Explained in a simple manner, management seek
to:
▪and provide means to make sure that the activities
are in the right direction
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31. ►Explained in a simple manner, management seek to:
▪find out the objectives of the organization,
▪think of ways on how to achieve them,
▪decide on the ways to be adapted and the material
resources to be used,
▪determine the human requirements of the total job,
▪assign specific tasks to specific persons,
▪motivate them,
▪and provide means to make sure that the activities are in
the right direction.
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https://www.shrm.org/hr-today/news/hr-magazine/0217/pages/how-do-you-deal-with-
difficult-people.aspx

32. Requirements for the Engineer Manager’s Job
►Depending on the type of products or services a firm
produces, the engineer manager must have the
following qualifications:
▪1. a bachelor's degree in engineering from a reputable
school; In some cases, a master's degree in engineering or
business management is required;
▪2. a few years experience in a pure engineering job;
▪3. training in supervision;
▪4. special training in engineering management.
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33. ►These qualifications will be of great help to
the engineer manager in the performance
of the various management functions.
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34. How May One Become a Successful Engineer Manager
►Successful engineer managers do not happen as a
matter of chance, although luck is a contributory factor.
►It is very important for the engineer manager to know
the various factors leading to successful management.
►Kreitnerindicates at least three general preconditions
for achieving lasting success as a manager.
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35. ►They are as follows:
►1. ability
►2. motivation to change, and
►3. opportunity.
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36. ►ABILITY
►Managerial ability refers to the capacity of an engineer
manager to achieve organizational objectives effectively
and efficiently,
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37. ►ABILITY
►Effectiveness, according to
Higgins, refers to a description
of "whether objectives are
accomplished", while efficiency
is a description of the relative
amountof resources used in
obtaining effectiveness."
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38. ►MOTIVATION TO CHANGE
►Many people have the desire to work and finish specific
tasks assigned by superiors, but not many are
motivated to manage other people so that they may
contribute to the realization of the organization's
objectives.
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39. ►MOTIVATION TO CHANGE
►A management researcher,
John B. Miner, developed a
psychometric instrument to
measure objectively an
individual's motivation to
manage.
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40. ►The test is anchored to the following dimensions:
►1. Favorable attitude toward those in positions of
authority, such as superiors.
►2. Desire to engage in games or sports competition with
peers.
►3. Desire to engage in occupational or work-related
competition with peers.
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41. ►4. Desire to assert oneself and take charge.
►5. Desire to exercise power and authority over others.
►6. Desire to behave in a distinctive way, which includes
standing out from the crowd.
►7. Sense of responsibility in carrying out the routine
duties associated with managerial work.
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42. ►High scores in the foregoing dimensions are associated
with high motivation to manage.
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43. ►OPPORTUNITY
►Successful managers become possible only if those
having the ability and motivation are given the
opportunity to manage.
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44. ►The opportunity for successful management has
two requirements:
▪1. Obtaining a suitable managerial job, and ;
▪2. Finding a supportive climate once on the job.

45. ►Newspaper advertisements abound with needs for
engineer managers.
►It is a little difficult to determine if the firms requiring
their services provide a supportive climate for effective
and efficient management.
►A supportive climate is characterized by the recognition
of managerial talent through financial and nonfinancial
rewards.
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46. Managerial Roles-What Managers Do
►Henry Mintzberggives us another way to view the
manager's job by examining the varied roles a manager
plays in the enterprise. He divides them into three
types:
•A. Interpersonal
•B. Informational
•C. Decisional roles.
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47. 47https://www.youtube.com/watch?v=XFShUgphzHU

48. ►A. Interpersonal rolesare further divided
into three types, depending on the
direction of the relationship:
▪1. The figurehead role
•It involves the ceremonial or legal actions of the
symbolic head of an organization in welcoming
dignitaries and signing official documents, largely
outward relationships. Many such events lose
significance if they are delegated.
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49. ▪2. The leader role
•It is the widely recognized downward relationship
of selecting, guiding, and motivating
subordinates.
▪3. The liaison role
•It consists primarily of the horizontal
relationships with peers and people in other
organizations that are built and nurtured for
mutual assistance. The modern term networking
is much the same.
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50. ►B. Informational rolesare also of three types,
depending on the direction of information now:
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51. ►B. Informational rolesare also of three types,
depending on the direction of information
now:
▪1. The monitor role
•It involves collecting information about both internal
operations and external events. This is done by
reviewing activities and reading reports internally,
attending professional meetings or trade shows, and
reading the professional and trade literature to monitor
the external environment and understand the trends
that will affect the future of the enterprise. The
researcher (often a supervisor) who performs this
function is known as a gatekeeper.
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52. ▪2. The disseminator role
•It involves the transmission of information
internally to subordinates, superiors, and peers
so that everyone has the information they need
to know to do their job. The manager here acts as
a sort of "telephone switchboard“ in transmitting
information. This role as the source of
information, if carefully handled, and strengthen
a manager's formal authority.
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53. ▪3.The spokesman [or spokespersons]role
•It is normally carried out by higher management.
•Involves speaking for the organization to the
press, the public, and other external groups. In an
internal version of this role, which might be
called advocate, successful supervisors "carry the
ball" for their subordinates to get the resources
they need or the rewards they have earned.
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54. ►C.Decisional rolesare of four kinds in this
typology:
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55. ►C.Decisional rolesare of four kinds in this
typology:
▪1. The entrepreneurial role of initiating
change, assuming risk, and transforming ideas
into useful products.
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56. ▪2. The disturbance handler role of dealing
with unforeseen problems or crises and
resolving them. The use of penalties is only
one-and often the least effective mechanism
for handling disturbances.
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57. ▪3. The resource allocator role of distributing
the (normally scarce) resources of money,
labor, materials. and equipment where they
will provide greatest benefit to the
organization.
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58. ▪4. The negotiator role of bargaining with
suppliers or customers, or subordinates,
peers, or superiors, to obtain agreements
favorable to the enterprise (or at least the
portion of it for which the manager is
responsible).
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60. Functions of Managers
►Henri Fayol, the famous French mining
engineer and executive, divided managerial
activities into five "elements":
▪Planning
▪Organizing
▪Command
▪Coordination
▪Control."
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61. 61

62. ►These elements, now called "functions of
managers," have proven remarkably useful
and durable over the decades.
►Although each management author has his
or her favored set of functions, almost all
include planning, organizing, and
controlling on their list.
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63. ►"Command“ became too authoritative a
word in today’s participative society and
has been replaced by "leading,"
"motivating," or "actuating," and few
authors treat coordinating as a separate
function.
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64. ►Nonetheless, as the late management
author Harold Koontz concluded,
▪"There have been no new ideas, research
findings, or techniques that cannot readily be
placed in these classifications."
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65. ►Koontz chose and (with co-author Heinz
Weihrich) defined his favored list of the
functions of managers as follows:
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66. ►Planning
▪It involves selecting missions and objectives
and the actions to achieve them
▪It requires decision making, that is. choosing
future courses of action from among
alternatives.
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67. ►Organizing
▪It is that part of managing that involves
establishing an intentional structure of
roles for people to fill in an enterprise.
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68. ►Staffing
▪[included by most authors with
Organizing] involves filling, and keeping
filled, the positions in the organization
structure,
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69. ►Leading
▪It is influencing people to strive willingly and
enthusiastically toward the achievement of
organization and group goals.
▪It has todo predominantly with the
interpersonal aspect of managing.
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70. ►Controlling
▪It is the measuring and correcting of activities
of subordinates to ensure that events
conform to plans.
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