Chapter 1: The Field of Engineering Management
What is Engineering?
 The profession in which a knowledge of the
mathematical and natural science gained by study,
experience, and practice is applied with
judgement to develop ways to utilize,
economically, the materials and forces of nature
for the benefit of mankind.
 Engineer: A person applying his mathematical and
science knowledge properly for mankind
What is Management?
 A set of activities (including planning and
decision making, organizing, leading and control)
directed at an organization’s resources (human,
financial, physical, and informational) with the
aim of achieving organizational goals in an
efficient and effective manner.
 Directing the actions of a group to achieve a goal
in most efficient manner
 Getting things done through people
 Process of achieving organizational goals by
working with and through people and
organizational resources
Management: Is it an art or science?
 Management has a body of specialized
knowledge. This knowledge need not to be
obtained in formal disciplined programs.
 Somewhere between art and science
Engineering Management
 Engineering Management is concerned with the
direct supervision of engineers and the
management functions (planning, organizing,
leading, and controlling) in a technological
organization.
Management Process
 Planning: Setting goals and deciding how best to
achieve them.
 Decision Making: Selecting a course of action
from a set of alternatives.
 Organizing: Grouping activities and resources in a
logical fashion.
 Leading: Processes to get members of the
organization to work together to further the
interests of the organization.
 Controlling: Monitoring organizational progress
toward goal attainment and taking corrective
action when needed.
Proper Definition of Engineering Manager:
 Engineer possessing both abilities to apply
engineering principles and skills in organizing and
directing people and projects.
Aims
 Make engineers more effective as technical
contributors (understand managerial points of
view, effect teams’ coordination, drive to add
value)
 Ready engineers for managerial positions
(managerial functions, success factors, leadership
talents,
business/management
perspectives,
expectations, contributions)
The Field of Engineering Management
 Engineers are expected to perform a variety of
tasks depending on their specialization and job
level. It is important to the engineer that he knows
what is expected of him to perform his job
effectively and efficiently.
 Engineers are not directly trained to deal with
people, it is expected that their weakness will most
often be on people-based skills.
Chapter 1: The Field of Engineering Management
Prehistoric Times
 Mankind has benefited from the various tools,
equipment, and projects developed by engineers.
Among these are the following:
 the stone bladed axe which was a very useful
tool; and the irrigation system used to promote
crop growing 6000 to 3000 B.C.
 the pyramids of Egypt - 3000 to 600 B.C.
 roadbuilding by the Romans - 600 B.C. to A.D.
400
 the production of paper and gunpowder by the
Chinese 100 A.D. to 1600 A.D.
 the production of steam engine and the spinning
and weaving machinery - 1601 A.D. to 1799
A.D.
 the manufacture of cars and household
appliances - modern times.
Major Premises of an Engineer
1. the production of more food for a fast-growing
world population
2. the elimination of air and water pollution
3. solid waste disposal and materials recycling
4. the reduction of noise in various forms
5. supplying the increasing demand for energy
6. supplying the increasing demand for mobility
7. preventing and solving crimes
8. meeting the
increasing demand
for
communication facilities
Functions of Engineering
 Research - where the engineer is engaged in the
process of learning about nature and codifying this
knowledge into usable theories.
 Design and development - where the engineer
undertakes the activity of turning a product
concept to a finished physical item. 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.
 Testing - where the engineer works in a unit where
new products or parts are tested for workability.
 Manufacturing - where the engineer is directly in
charge of production personnel or assumes
responsibility for the product.
 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.
 Sales - where the engineer assists the company's
customers to meet their needs, especially those
that require technical expertise.
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Consulting - where the engineer works as
consultant of any individual or organization
requiring his services.
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.
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.
Management - where the engineer is assigned to
manage groups of people performing specific
tasks.
The Engineer in Various Types of Organization
1. Level One - minimal engineering jobs like retailing
firms
2. Level Two - moderate degree of engineering jobs
like transportation companies
3. Level Three - high degree of engineering jobs like
construction firms
Requirements for the Engineer Manager's Job
1. a bachelor's degree and a master's degree
2. few years’ experience in a pure engineering job
3. training in supervision
4. special training in engineering management
How One may Become a Successful Engineer Manager
1. Ability
 Managerial ability - to the capacity of an engineer
manager to achieve organizational objectives
effectively and efficiently.
 Effectiveness - whether objectives are accomplished
(Higgins)
 Efficiency - relative amount of resources used in
obtaining effectiveness
2. Motivation to Manage
Psychometric instrument to measure objectively an
individual's motivation to manage (John B. Miner):
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
3. Opportunity
2 requirements for successful management:
1. Obtaining a suitable managerial job
2. Finding a supportive climate once on the job