Introduction to
Engineering
Management
The Field of Engineering Management
• Engineers are expected to perform a variety of tasks depending on
their specialization and job level.
• As engineers are not trained to directly deal with people, it is
expected that their weakness will most often be on people-based
skills.
The Functions of the Engineer
Tools, Equipment, and Projects developed
by Engineers:
• Stone bladed axe and Irrigation system
for crop growing (6000-3000 B.C.)
• Pyramids of Egypt (3000-600 B.C.)
The Functions of the Engineer
Tools, Equipment, and Projects developed by
Engineers:
• Roadbuilding by the Romans (600 B.C. – 400 A.D.)
• Production of Paper and Gunpowder by the Chinese
(100-1600 A.D.)
The Functions of the Engineer
Tools, Equipment, and Projects
developed by Engineers:
• Production of steam engine and
the spinning and weaving
machinery (1601-1799 A.D)
• Manufacture of cars and household
appliances (modern times)
Problem Concerns
• the production of more
food for a fast growing
world population;
• the elimination of air and
water pollution;
• solid waste disposal and
materials recycling;
• the reduction of noise in
various forms;
Problem Concerns
• supplying the increasing
demand for energy;
• supplying the increasing
demand for mobility;
• preventing and solving
crimes; and
• meeting the increasing
demand of communication
facilities
The Functions of Engineering encompass
the following areas:
1.
Research – nature and theories
2.
Design and development – concept to finished project
3.
Testing – test for workability
4.
Manufacturing - in charge of production personnel
5.
Construction – in charge of construction personnel/process
6.
Sales – assisting company’s customers
7.
Consulting – work as consultant
8.
Government – regulating, monitoring, and controlling activities
9.
Teaching – employment in a school
10. Management – manage groups of people
The Engineer in Various Types of
Organization
1. Level One – those with minimal engineering jobs like
retailing firms.
2. Level Two – those with a moderate degree of engineering
jobs like transportation companies
3. Level Three – those with a high degree of engineering
jobs like construction firms.
Types of Organization and the
Management Skills Required of Engineers
Management Skills Required at Various
Levels
1. Level One – slim chance of becoming the General
manager or President, Head of small engineering unit (Low/
no management skills required)
2. Level Two – Head of engineering division (Low
management skills required)
3. Level Three – President or General manager (Adequate
management skills required)
Engineering Management
• Engineering management refers to the activity combining “technical
knowledge with the ability to organize and coordinate worker power,
materials, machinery, and money.”
• 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.
Typical Advertisement for a Pure
Engineering Job
Typical Advertisement for an Engineer
Manager as a Lower Level Executive
Typical Advertisement for an Engineer
Manager as a Top Executives
Advertisement for an Engineering
Manager
Management
• creative problem-solving process of planning, organizing
leading and controlling an organization’s resources to
achieve its mission and objectives.
The Process of Management
Planning
Organizing
Controlling
Directing/
Leading
Requirements for the Engineer
Manager’s Job
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 pure engineering job;
3. training in supervision;
4. special training in engineering management
How one may become a successful
Engineer Manager
Kreitner’s general preconditions for achieving lasting success as a
manager:
1. Ability
refers to the capacity of an engineer manager to achieve
organizational objectives effectively and efficiently.
2. Motivation to Manage
John B. Miner, developed a psychometric instrument to measure
objectively an individual’s motivation to manage. The test is
anchored to the following dimensions:
Motivation to Manage
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.
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.
How one may become a successful
Engineer Manager
3. Opportunity
Successful managers become possible only if those having the
ability and motivation are given the opportunity to manage. The
opportunity for successful management has two requirements
namely :
1. obtaining a suitable managerial job, and
2. finding a supportive climate once on the job.