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Eng management

1. ENGINEERING MANAGEMENT
BES047
Engr. Renzie Keane A. Dumaguing

2. PEOPLE WHO LOGICALLY APPLY
QUANTIFIABLE PRINCIPLES. ACADEMIC
KNOWLEDGE, PRACTICAL TRAINING,
EXPERIENCE, AND WORK-STUDY ARE
ALL AVENUES TO BECOMING AN
ENGINEER.
ENGINEERS
A PROFESSION IN WHICH SCIENTIFIC
KNOWLEDGE AND MATHEMATICS IS
USED AND EXPERIMENTED WITH TO
DEVELOP WAYS THAT BENEFIT
MANKIND, MAKING IT EXTREMELY
IMPORTANT TO SOCIETY.
ENGINEERING
ENGR. RKAD

3. ENGR. RKAD

4. ENGINEERS
IN VARIOUS TYPES OF ORGANIZATIONS
those with nominal
engineering jobs like
retailing firms.
LEVEL ONE
those with an average
engineering jobs like
transportation companies
LEVEL TWO
those with a high degree of
engineering jobs like
construction firms.
LEVEL THREE
ENGR. RKAD

5. ENGINEERING
MANAGEMENT
IS THE ART AND SCIENCE OF
PLANNING, ORGANIZING,
ALLOCATING RESOURCES, AND
DIRECTING AND CONTROLLING
ACTIVITIES THAT HAVE A
TECHNOLOGICAL COMPONENT.
REFERS TO THE ACTIVITY
COMBINING “TECHNICAL
KNOWLEDGE WITH THE ABILITY
TO ORGANIZE AND COORDINATE
WORKER POWER, MATERIALS,
MACHINERY AND MONEY.”
PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROLLING
ENGR, RKAD

6. ENGR. RKAD

7. ENGR. RKAD
MANAGEMENT LEVELS

8. Conceptual skill requires
concepts to be formulated.
Managers understand
complex relationships,
generate concepts and create
solutions to problems.
CONCEPTUAL
Technical skill requires
experience and skill in
knowledge or proficiency.
Managers use a given area’s
procedures, strategies, and
tools.
TECHNICAL
Human skill has the ability to
successfully communicate
with men. Managers interact
with the employees and work
with them.
HUMAN
MANAGEMENT SKILLS
ENGR. RKAD

9. MANAGEMENT ROLES
Managers are required to gather, collate, analyze, store,
and disseminate many kinds of information. In doing so,
they become information resource centers, often storing
huge amounts of information in their own heads, moving
quickly from the role of gathering information to the role
of distributing information.
INFORMATIONAL ROLES
Managers are required to interact with a substantial
number of people in the course of a workweek. They host
receptions; take clients and customers to dinner; meet
with business prospects and partners; conduct hiring and
performance interviews; and form alliances, friendships,
and personal relationships with many others.
INTERPERSONAL ROLES
Managers are charged with the responsibility of making
decisions on behalf of both the organization and the
stakeholders with an interest in it. Such decisions are often
made under circumstances of high ambiguity and with
inadequate information.
DECISIONAL ROLES
ENGR, RKAD

10. ENGINEERING MANAGEMENT
BES047
Engr. Renzie Keane A. Dumaguing

11. DECISION
MAKING
DECISION-MAKING MAY BE DEFINED
AS “THE PROCESS OF IDENTIFYING
AND CHOOSING ALTERNATIVE
COURSES OF ACTION IN A MANNER
APPROPRIATE TO THE DEMANDS OF
THE SITUATION.”
DECISION-MAKING IS THE ENGINEER
MANAGER’S RESPONSIBILITY. EACH
MANAGER FAILS TO MAKE GOOD
DECISIONS BECAUSE OF THE OVERALL
QUALITY OF THE MANAGEMENT.
DECISIONS HAVE A SIGNIFICANT
IMPACT ON ORGANIZATION’S
PERFORMANCE OR FAILURE.
ENGR, RKAD

12. IT IS UNDERSTANDABLE THAT MANAGERS
MAKE WRONG DECISIONS AT TIMES. AS
SOON AS THEY ARE FOUND THE WISE
MANAGER WILL CORRECT THEM. THE
BIGGER PROBLEM IS THE MANAGER WHO
CAN’T MAKE CHOICES OR DON’T WANT TO.
ENGR, RKAD

13. STEP 1:
DIAGNOSE THE PROBLEM
IF A MANAGER WANTS TO MAKE A
SMART DECISION, HIS FIRST MOVE
HAS TO BE IDENTIFYING THE
PROBLEM. IF THE MANAGER GOES
WRONG IN THIS ASPECT, SUCCESS IN
THE SUBSEQUENT STEPS IS ALMOST
IMPOSSIBLE. ONE SPECIALIST ONCE
SAID, “TO DEFINE THE PROBLEM IS TO
GET THE PROBLEM HALF-SOLVED.”
A PROBLEM EXISTS WHEN THERE IS A
DIFFERENCE BETWEEN ACTUAL
SITUATION AND A DESIRED
SITUATION.
ENGR, RKAD

14. STEP 2:
ANALYZE THE ENVIRONMENT
THE ENVIRONMENT IN WHICH THE
COMPANY IS BASED PLAYS A VERY
IMPORTANT PART IN SUCH AN
ORGANIZATION’S SUCCESS OR
FAILURE. SO, IT IS VERY IMPORTANT
TO CONDUCT AN ENVIRONMENTAL
REVIEW.
THE PURPOSE OF THE
ENVIRONMENTAL ANALYSIS IS TO
DEFINE CONSTRAINTS, WHICH CAN
BE CLASSIFIED EITHER AS INTERNAL
OR EXTERNAL LIMITATIONS.
ENGR, RKAD

15. STEP 3:
ARTICULATE PROBLEM
OR OPPORTUNITY
KNOWING WHAT THE PROBLEM IS IN
ANY GIVEN SITUATION CAN MEAN THE
DIFFERENCE BETWEEN WASTING
NEEDLESS QUANTITIES OF TIME AND
RESOURCES OR INVESTING EFFORT IN
THE RIGHT FOCUS AREAS TO
PRODUCE REAL RESULTS.
ENGR, RKAD

16. STEP 4:
DEVELOP VIABLE
ALTERNATIVES
SOMETIMES, ALL OF THE SOLUTIONS
PROPOSED WILL SOLVE PROBLEMS.
THE MANAGEMENT HAS TO FIND THE
BEST OF THE ALTERNATIVE
SOLUTIONS. THIS IS MADE POSSIBLE
WITH THE FOLLOWING STEPS, USING
A PROCEDURE:
PREPARE A LIST OF ALTERNATIVE
SOLUTIONS
1.
DETERMINE THE VIABILITY OF EACH
SOLUTIONS
2.
REVISE THE LIST BY STRIKING OUT
THOSE WHICH ARE NOT VIABLE
3.
ENGR, RKAD

17. STEP 5:
EVALUATE ALTERNATIVES
AN EVALUATION OF THE REMAINING
ALTERNATIVES IS NEEDED AFTER
DETERMINING THE VIABILITY OF THE
ALTERNATIVES AND A REVISED LIST
HAS BEEN MADE. THIS IS NECESSARY,
SINCE MAKING A CHOICE IS THE NEXT
MOVE.
HOW THE ALTERNATIVES ARE
DETERMINED MAY DEPEND ON THE
NATURE OF THE PROBLEM, THE
COMPANY’S OBJECTIVES, AND THE
NATURE OF THE ALTERNATIVES
PROPOSED.
ENGR, RKAD

18. STEP 6:
MAKE A CHOICE
AFTER ASSESSING THE
ALTERNATIVES, THE DECISION-MAKER
NOW NEEDS TO BE ABLE TO MAKE A
CHOICE. THAT IS THE STAGE WHERE
HE MUST BE PERSUADED THAT ALL
THE PREVIOUS STEPS HAVE BEEN
TAKEN CORRECTLY.
CHOICE-MAKING REFERS TO THE
PROCESS OF SELECTING AMONG
ALTERNATIVES REPRESENTING
POTENTIAL SOLUTIONS TO A
PROBLEM. AT THIS POINT, WEBBER
ADVISES THAT “… PARTICULAR
EFFORT SHOULD BE MADE TO
IDENTIFY ALL SIGNIFICANT
CONSEQUENCES OF EACH CHOICE.”
ENGR, RKAD

19. STEP 7:
IMPLEMENT DECISION
IMPLEMENTATION REFERS TO THE
EXECUTION OF A DECISION TO
ACHIEVE THE AIMS SOUGHT. A
STRATEGY MUST BE FORMULATED TO
ALLOW EFFECTIVE IMPLEMENTATION.
ENGR, RKAD

20. STEP 8:
EVALUATE AND ADAPT
DECISION RESULTS
THE EXPECTED RESULTS MAY OR MAY
NOT OCCUR IN IMPLEMENTING THE
DECISION. THEREFORE, IT IS
IMPORTANT FOR MANAGERS TO USE
CONTROL AND FEEDBACK
MECHANISMS TO ENSURE
PERFORMANCE AND INFORM FUTURE
DECISIONS.
ENGR, RKAD

21. CONTROL & FEEDBACK
FEEDBACK REFERS TO A PROCESS
THAT REQUIRES CHECKING AT EACH
STAGE OF THE PROCESS TO ENSURE
THAT THE ALTERNATIVES GENERATED,
THE CRITERIA USED IN THE
ASSESSMENT AND THE SOLUTION
CHOSEN FOR IMPLEMENTATION ARE
IN LINE WITH THE OBJECTIVES AND
OBJECTIVES ORIGINALLY SET.
CONTROL REFERS TO STEPS TAKEN TO
ENSURE THAT THE TASKS CARRIED
OUT ARE IN LINE WITH THE INTENDED
OBJECTIVES OR GOALS SET.
ENGR, RKAD

22. ENGR, RKAD

23. INVENTORY MODELS
QUEUING THEORY
NETWORK MODELS
FORECASTING
REGRESSION ANALYSIS
PROBLEM IS FAIRLY SIMPLE
PROBLEM IS FAMILIAR
COST INVOLVED ISN’T GREAT
IMMEDIATE DECISIONS ARE NEEDED
SIMULATION
LINEAR PROGRAMMING
SAMPLING THEORY
STATISTICAL DECISION
THEORY
ENGR, RKAD

24. Coverage includes Module 1 and Module 2
Types may include Identification, True or False, Enumeration.
QUIZ 1
ASSIGNMENT
Company Logo
Module 2 Answers
ENGR, RKAD