Chapter 1 Introduction to Engineering Management Engineering, the application of science to the optimum conversion of the resources of nature to the uses of humankind. The field has been defined by the Engineers Council for Professional Development, in the United States, as the creative application of “scientific principles to design or develop structures, machines, apparatus, or manufacturing processes, or works utilizing them singly or in combination; or to construct or operate the same with full cognizance of their design; or to forecast their behavior under specific operating conditions; all as respects an intended function, economics of operation and safety to life and property.” The term engineering is sometimes more loosely defined, especially in Great Britain, as the manufacture or assembly of engines, machine tools, and machine parts. Engineering uses a complex blend of specialized knowledge, science, math, design, construction, and empiricism in order to build valuable products or services for society. Whether it is constructing a machine, a piece of software, a system, or a structure of some kind, engineering plays a vital role in society. Because engineering projects are often complicated, they require a number of specialized staff members, which is why engineering management is so important. As a broad field, engineering covers a great number of subfields and categories. Working in engineering requires specialized knowledge and training, and higher education is often needed to achieve those qualities. This is especially true if you are seeking a career in management. In many cases, engineers need a Master’s in Engineering Management in order to pursue an engineering management career. You may be wondering, is a Master’s in Engineering Management worth it? Read below to find out more. The function of the scientist is to know, while that of the engineer is to do. Scientists add to the store of verified systematized knowledge of the physical world, and engineers bring this knowledge to bear on practical problems. Engineering is based principally on physics, chemistry, and mathematics and their extensions into materials science, solid and fluid mechanics, thermodynamics, transfer and rate processes, and systems analysis. Specifically, the functions of engineering encompass the following areas: 1.Research – where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories. Using mathematical and scientific concepts, experimental techniques, and inductive reasoning, the research engineer seeks new principles and processes. 2. Design and development – where the engineer undertakes the activity of turning a product concept to a finished physical items. Design for manufacturability and value engineering teams (a feature of some companies) are charged with improvement of designs and specifications at the research, development, design, and production stages of product development. In designing a structure or a product, the engineer selects methods, specifies materials, and determines shapes to satisfy technical requirements and to meet performance specifications. 3.Testing – where the engineer works in a unit where new products or parts are tested for workability. 4.Manufacturing – where the engineer is directly in charge of production personnel or assumes responsibility for the product. Plant layout and equipment selection are the responsibility of the production engineer, who chooses processes and tools, integrates the flow of materials and components, and provides for testing and inspection. 5.Construction – this is where the construction engineer (civil engineer usually) is directly in charge of the construction personnel or may have responsibility for the quality of the construction process. The construction engineer is responsible for preparing the site, determining procedures that will economically and safely yield the desired quality, directing the placement of materials, and organizing the personnel and equipment. 6.Sales - where the engineer assists the company’s customers to meet their needs, especially those that require technical expertise. 7.Consulting – where the engineer works as consultant of any individual or organization requiring his services. 8.Government – where the engineer may find employment in the government performing any of the various tasks in regulating, monitoring, and controlling the activities of various institutions, public or private. 9.Teaching – where the engineer gets employment in a school and is assigned as a teacher of engineering courses. Some of them become deans, vice presidents, and presidents. 10.Management – where the engineer is assigned to manage groups of people performing specific tasks. Engineers analyze customers’ requirements, recommend units to satisfy needs economically, and resolve related problems. Management -Getting things done through people. -The process of achieving organizational goals by engaging in the four major functions of planning & decision making, organizing & staffing, directing/leading, and controlling. -Identifying a “force” / group of people whose job is to direct the effort and activities of other people towards a common organizational objective. -The performance of conceiving and achieving desired results by means of group effort consisting of utilizing resources, that will determine the success and failure of an organization. -It is the creative problem solving – process of planning, organizing, leading and controlling an organization’s resources to achieve its mission and objectives. Functions of Management -Planning and Decision – Making *It involves selecting goals and objectives, as well as the actions to achieve them; it requires decision-making, that is choosing the “best” from among alternatives. -Organizing *Involves establishing an intentional structure of roles for people to fill in an organization. *The process of allocating and arranging human and non-human resources so that plans can be carried out successfully. -Staffing *Involves filling, and keeping filled, the positions in the organization structure. *Process by which managers select, train, promotes and retires subordinate. -Directing/Leading *Influencing people so that they will contribute to organizational and group goals -Controlling *Measuring and correcting individual and organizational performance to ensure that events conform to plans *Facilitates the accomplishment of plans *The process of regulating organizational activities so that actual performance conforms to expected organizational standards. Management Levels and Skills Process of Management Management must 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. Engineering Management -It refers to the activity combining “technical knowledge with the ability to organize and coordinate worker power, materials, machinery and money.” - Engineering management combines students’ technical capabilities with leadership knowledge and skills, preparing them for career success in highly technical organizations. - The process of designing and maintaining an environment in which, individuals, working together in groups, efficiently accomplish organizational goals/objectives. *Management applies to any kind of organization * It applies to all managers at all organizational levels. * The aim of all managers is the same; to create a surplus. * Managing is concerned with productivity, which implies effectiveness and efficiency. A Chinese Proverb: “If you are planning for one year- plant rice. If you are planning for ten years- plant trees. But if you are planning for 100 years – plant people” How one may become a successful Engineer Manager Kreitner indicates at least three preconditions for achieving lasting success as a manager. a. Ability- Managerial ability refers to the capacity of an engineer manager to achieve organizational objectives effectively and efficiently. Effectiveness – according to Higgins, refers to a description of “whether objectives are accomplished. Efficiency – is a description of the relative amount of resources used in obtaining effectiveness. b. Motivation to manage – 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. John B. Miner, developed a psychometric instrument to measure objectively an individual’s motivation to manage. 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. 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. c. 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 (a.) obtaining a suitable managerial job, and (b.) finding a supportive climate once on the job.
