ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
Management
- is the attainment of organizational goals in an effective & efficient manner
through planning, organizing, directing & controlling organizational resources
- it is the effective motivation of men & the efficient utilization of resources for the
attainment of a predetermined objectives
- it is both an art & a science. It is an art because it results in the
accomplishment of objectives through the use of human efforts. It requires skill
& careful study in its application. It is a science because it is a systematic body
of knowledge. It gathers & analyzes facts & formulates general laws of
principles from these facts.
Importance of Management
 The human & material resources that business can afford have to be efficiently used
if the enterprise is to survive in a competitive economy. The kind of management
employed can be used as a gauge to evaluate whether the organization is bound to
succeed or fail in attaining its objectives.
 Management is intended to accomplish predetermined goals or objectives
Engineering Management
- refers to the activity combining “Technical knowledge w/ the ability to organize
& coordinate manpower, materials, machinery, & money and methods.”
Manager - a person who has the responsibility for the activities of other people in the
organization
- the traditional view as expressed by Koontz and O’ Donnell, represents the socalled Process Approach to management emphasizes the five essential
functions:
o
o
o
o
o
Planning
Organizing
Staffing
Directing
Controlling
NAME:____________________________________
COLLEGE OF ENGINEERING & ARCHITECTURE
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The Task of a Manager
ENGINEERING MANAGEMENT
PLANNING - This involves the choice of the objectives to be pursued, the means to
achieve them, and allocating the resources of the organization.
ORGANIZING - This involves identifying, subdividing, grouping and coordinating the
various activities required to achieve the objectives of the institution.
STAFFING - This involves the recruitment, selection, assignment, and development of the
various kinds of human resources required by the organization.
DIRECTING/LEADING - This is the process of communicating with and influencing
subordinates towards the achievement of organizational goals.
CONTROLLING – Refers to the process of ascertaining whether organizational objectives
have been achieved. If not, why not; and determining what activities should
then be taken to achieve objectives better in the future.
A more contemporary view looks at the job of managers in terms of the types of roles which
they perform in the organizations
Henry Mintzberg - attempted to categorize the manager’s various activities into roles. The
3 types of roles that he observed were interpersonal, informational &
decisional.
Role – is an organized set of behaviors associated w/ a particular office of position.
-
Figurehead
- role w/c is assumed by
managers
when
they
represent their respective
units in the outside world in
ceremonial & civic activities
ACTIVITY
Performs ceremonial &
symbolic duties of a legal or
social nature like greeting
visitors and signing legal
documents
pertains to relationship w/
others & are related to human
skills
NAME:____________________________________
COLLEGE OF ENGINEERING & ARCHITECTURE
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INTERPERSONAL
grows directly out of
the authority of a manager’s
position & involve maintaining
positive relationships w/
significant others.
ROLE
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CATEGORY
ENGINEERING MANAGEMENT
Liaison
- is needed by unit
heads when they interact
w/ persons in other units
w/in & outside the
organization
INFORMATIONAL
- pertains to receiving &
transmitting information so
that managers can serve as
nerve centers for their
organizational units
Monitor
- gather information in
order to be well informed
about issues that can
affect the organization;
monitors
activities
outside his office
Disseminator
- transmits information
internally that is obtained
from either internal or
external sources
Spokesperson
- the manager’s leadership positions in the
organization
require
them to represent &
speak for their units visà-vis other units of the
organization & outsiders
NAME:____________________________________
Maintains networks of
contact both inside &
outside work units who
provide help & information through mails,
phone calls & meetings
Seek & receive information to other organization members; scan
periodicals & reports,
maintain personal contacts
Forward information to
other
organization
members; send memos &
reports, make phone calls
Transmit information to
outsiders through speeches, report, memos.
Speak for subordinates to
superiors & represent
upper management to
subordinates
COLLEGE OF ENGINEERING & ARCHITECTURE
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- is the role played by
managers when they
initiate
&
coordinate
activities in their units
Builds relationship w/
subordinates & communicates w/, motivates &
coaches them; trains &
counsels
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Leader
ENGINEERING MANAGEMENT
- managers as entrepreneurs are initiators,
innovators, problem discoverers, & designers of
improvement
projects
that direct & control
change in the organization
Disturbance
Handler/Problem Solver
- managers are called
upon
to
identify
solutions & to take
action to overcome the
continuous stream of
problems w/c crop up in
the day to day
operation
of
the
institution.
Resource Allocator
- managers exercise a
key role in the
distribution of funds,
personnel, materials &
other
organizational
resources
among
competing uses in the
organization
Negotiator- represent the
organization
in
major
negotiation activities w/c
have a key impact on the
performance of their units
NAME:____________________________________
Identify new oppor-tunities
& develop these into new
products,
services,
methods or activities w/ in
the organization
Take corrective action
during disputes or crises;
resolve conflicts among
subordinates; adapt to
environmental
crises;
takes corrective action
when organization faces
important,
unexpected
difficulties
Decide who gets resources;
scheduling,
budgeting,
setting priorities
4
- involves making significant
decisions that affect the
organization
Entrepreneur
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DECISIONAL
Represent
department
during negotiation of union
contracts, sales purchases,
budgets;
represent
department interest
COLLEGE OF ENGINEERING & ARCHITECTURE
ENGINEERING MANAGEMENT
The Skills of a Manager
Given the varied nature of the activities which managers direct, it is to be expected
that managers would need equally varied capabilities and skills. It is, however,
possible to classify the range of capabilities and skills required of managers into here
broad types: 1) Interpersonal Skills, 2) Technical Skills, and 3) Conceptual Skills
INTERPERSONAL SKILL – since directing the activities of people in organizations is a
central aspect of the job of managers they need to be skilled in human relations.
TECHNICAL SKILLS – managers need to have the tools, methods, and techniques of the
body of knowledge appropriate to the activities which they manage. Thus, financial
managers, production managers, personnel managers, etc., all need the tools and
skills relevant to their respective fields
CONCEPTUAL SKILLS – organizations frequently perform many different types of activities
and functions which are interrelated in different ways. Managers in such
organizations need the ability to abstract from the concrete to be able to picture the
larger systems o which smaller activity units belong, and the many different ways in
which the subsystems are or could be related to each other.
THE LEVELS OF MANAGEMENT AND THE SKILLS OF MANAGERS
Management Level
Top Manager
Technical
Skills
Skills
Skills
5
Conceptual
Lower Manager
NAME:____________________________________
COLLEGE OF ENGINEERING & ARCHITECTURE
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Middle Manager
Human