BES 047
Engineering Management
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PHINMA Education Network
Syllabus
PEN Code:
PEN Subject Title:
BES 047
Engineering Management
Credit:
2 units
Prerequisite : None
I. Subject Description:
This course will entail students to learn the basic function of a manager applicable in decision
making which are applicable to the real world problems. Furthermore, students would learn how
to apply planning, organizing, staffing, directing and controlling principles into the resources in
order to increase the efficiency.
II. Objectives:
At the end of the course, the students must be able to:
1. Know the basic functions of management.
2. Describe the cultural setting within which managers make decision and the moral
framework of their management philosophies.
3. Describe the basic functions of a manager.
4. Learn the stages of strategic planning and to know the hierarchy of plans and competitive
strategies.
5. Know the basic process of staffing in an organization.
6. Learn to motivate others to get the best of them.
7. Describe and apply in case studies the elements and the different types of leadership.
8. Describe the structure of formal organization.
9. Describe the basic principles of controlling and the essential elements of a control system.
III. Course Topic, Coverage Date, Activity
Week
IN/OUT
Activity/Evaluation Tools
Topic
Introduction to Flexible Learning and
General Classroom Orientation
Module 1: Introduction to Engineering
Management
1
IN
General Orientation,
Class Discussion,
Seatwork
2
OUT
Independent Study,
Homework
Module 2: Decision-Making
IN
Quiz,
Class Discussion,
Seatwork
Quiz (Module 1 & 2)
Module 3: Planning
3
4
OUT
Independent Study,
Homework
Module 4: Organizing Technical
Activities
5
IN
P1 Examination
Module 1 – 4
6
OUT
Independent Study,
Homework
Module 5: Staffing
7
IN
Quiz,
Class Discussion,
Seatwork
Quiz (Module 5)
Module 6: Communicating
8
OUT
Independent Study,
Homework
Module 7: Motivating
9
IN
P2 Examination
Module 5 – 7
10
OUT
Independent Study,
Homework
Module 8: Leading
11
IN
Quiz,
Class Discussion,
Seatwork
Quiz (Module 8)
Module 9: Controlling
12
OUT
Independent Study,
Homework
Module 10: Managing Production and
Service Operations
13
IN
P3 & Final Examination
Module 8 - 10
IV.
Grading System
The Final Grade is computed as follows:
Final Grade = 0.33*P1 + 0.33*P2 + 0.34*P3
Passing score = 60%
The Periodic Grades P1, P2, and P3 are computed as follows:
P1 = 0.50*Class standing + 0.50*Periodic Exam
V. Textbook and References
Recommended Textbook:
 Engineering Management by Roberto Medina
 Engineering Management by A.K. Gupta
VII. Contact Information
Name:
Contact Number:
E-mail:
Consultation:
Noted by:
Engr. John T. Zamora
Dean, College of Engineering and Architecture
BES 047: ENGINEERING MANAGEMENT
Class Orientation
Name: _____________________________________________________________
Section: ____________ Schedule: _______________________________________
Lesson title: Class Orientation and Rules
Lesson Objectives: At the end of the lesson, you will be able to:
1. Meet your instructor;
2. Identify the main goals of the subject; and
3. Write their learning goals of the subject
Class number: _______
Date: _______________
Materials:
References:
Productivity Tip:
Be attentive to your instructor.
A. LESSON PREVIEW/REVIEW
1) Introduction.
Welcome to your BES 047. The Engineering Management subject. The teacher hopes that
you’re excited to learn the wonderful lessons here. The subject includes the basic function of a
manager applicable in decision making which are applicable to the real-world problems. Furthermore,
students would learn how to apply planning, leading, organizing and control principles into the
resources in order to increase the efficiency.
Before we start, may we know your insights about being a good manager/leader?
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BES 047: ENGINEERING MANAGEMENT
Class Orientation
Name: _____________________________________________________________
Section: ____________ Schedule: _______________________________________
Class number: _______
Date: _______________
B. MAIN LESSON
1) Activity 2: Content Notes.
Core objectives of the subject:







Know the basic functions of management
Describe the cultural setting within which managers make decision and the moral framework of
their management philosophies
Describe the basic functions of a manager
Learn the stages of strategic planning and to know the hierarchy of plans and competitive
strategies
Describe and apply in case studies the elements and the different types of leadership
Describe the structure of formal organization
Describe the basic principles of controlling and the essential elements of a control system
Grades
To pass this course, one must have a final grade of at least 60 points which is equivalent to 3.00
through the course requirements.
The Final Grade (FG) is computed as follows:
FG = 0.2*PG1 + 0.2*PG2 + 0.2*PG3 + 0.4*FE
PG = 0.6*Class Standing (CS) + 0.4*Periodic Exam
CS = 0.5*Quizzes + 0.3*Activities/Laboratory + 0.2*Recitation/Assignments/Homework
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Lesson title: Introduction to Engineering Management
Lesson Objectives: At the end of the module, the student will be
able to
1. Explain the functions of engineers
2. Define the engineering management
3. Determine the functions of management
Class number: _______
Date: _______________
Materials:
DLP, pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
Imagine you are a newly registered engineer. You are looking for a job. This time you will learn some
functions of an engineer and where you want to be working. So, pay attention and learn.
A. LESSON PREVIEW/REVIEW
1) Introduction (2 min)
Engineers are relied upon to perform different tasks depending on their specialization and work level. It
is essential to the engineer that he recognizes what is required of him to perform his activity adequately
and effectively. The following concern will be to distinguish the skills required which the engineer didn’t
have. As weakness regularly be on people-based skills. When they are appointed to hold management
roles, this challenge may become more evident. Consequently, if the engineer manager wishes to try to
do his job well, some exposure to engineering management activities will be necessary. In this guide,
we’ll tackle the functions management, first by looking the definition of management then moving on to
the function of management. You’ll even be ready the five functions core functions – planning,
organizing, staffing, directing and controlling – and why they’re important and the way you’ll achieve
them together with your management.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 min)
Engineering: 1: the art of managing engines 2: 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.
Engineers: People who logically apply quantifiable principles.
Academic knowledge, practical training, experience, and workstudy are all avenues to becoming an engineer. A person who
designs, builds, or maintains engines, machines, or public works.
FUNCTIONS OF ENGINEERS
Specifically, the functions of engineer encompass the following areas:
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
AREA
1. Research
2. Design and
development
3. Testing
4. Manufacturing
5. Construction
6. Sales
7. Consulting
8. Government
9. Teaching
10. Management
Class number: _______
Date: _______________
FUNCTIONS OF ENGINEER
– engineer engages in the process of learning things and the codification
of this knowledge into useful theories.
– the engineer carries out the task of translating the product design to a
finished physical object. Manufacturability and value engineering teams
are responsible for developing prototypes and requirements at the
product development stages of research, growth, design and production
– engineer will test the product for its workability
– where the engineer is directly in charge of production personnel or
assumes responsibility for the product.
– the engineer directly assumes responsibility for the production staff or
in charge of the construction process.
- the engineer assists the clients of the organization in meeting their
needs, in particular those needing technological expertise
– the engineer is the consultant of any individual or organization which
requires his services.
– the engineer is able to find jobs in the government performing some of
the numerous tasks of regulating, monitoring and controlling the activities
of various public or private institutions.
– the engineer gets a position at the school as an engineering teacher.
Some are deans, chairmen and vice-presidents.
– the engineer is appointed to manage groups of people who will carry
out specific assignments.
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
THE ENGINEER IN VARIOUS TYPES OF ORGANIZATION
From the viewpoint of the engineer, organizations may be classified according to the degree of
engineering jobs performed:
1. Level One – those with nominal engineering jobs like retailing firms.
2. Level Two – those with an average engineering jobs like transportation companies
3. Level Three – those with a high degree of engineering jobs like construction firms.
Management is the process of designing and maintaining an
environment in which individuals, working together in groups,
efficiently accomplish selected aims.
Management is getting things through others. Management needs:
 Objective
 Resources
 Methods
 Organization setting
 People
Engineering Management is the art and science of planning, organizing, allocating resources,
and directing and controlling activities that have a technological
component (by American Society for Engineering Management).
- refers to the activity combining “technical knowledge with the ability to
organize and coordinate worker power, materials, machinery and
money.”
FUNCTIONS OF MANAGEMENT
There are basically five primary functions of management. These are:
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
LEVEL OF MANAGEMENT
MANAGEMENT SKILL
Managers must be qualified to execute the management duties and play various responsibilities.
Robert Katz identified three management skill that are necessary for effective management:



Technical skill requires experience and skill in knowledge or proficiency. Managers use a given
area’s procedures, strategies, and tools
Human skill has the ability to successfully communicate with men. Managers interact with the
employees and work with them.
Conceptual skill requires concepts to be formulated. Managers understand complex
relationships, generate concepts and create solutions to problems.
Technical skill is about things, human skill is about people and conceptual skill is about ideas.
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
MANAGEMENT ROLES:
1. Interpersonal:
a. Figurehead: representing the organization, the managerial performs ceremonial or legal
actions as the head of an organization. Relationship is largely “Outward”.
b. Leader: “Downward” relationship of selecting, guiding and motivating
subordinates.
c. Liaison: “Horizontal” relationship with peers and people in other organizations
that are built and nurtured for mutual assistance.
2. Informational:
a. Monitor / Gatekeeper: To understand external trends that might affect the organization.
b. Disseminator: Transmitting information internally to others.
c. Spokesman: Speaking for the organization to external bodies and individuals.
3. Decisional:
a. Entrepreneurial: Initiate change, assume risk, transform ideas into useful
products and services.
b. Disturbance Handler: Deal with unforeseen problems and crises.
c. Resource Allocator: Distributing the normally rare resources of the organization.
d. Negotiator: Role of bargaining with suppliers, customers, subordinates, peers, etc…
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
2) Activity 2: Skill-building Activities. (20 min)
A. Identify each skill in the following situations as being one of the following:
a. Technical
b. Conceptual
c. human
_______
_______
_______
_______
_______
1.
2.
3.
4.
5.
The ability to see things as a whole and as the interrelationship of their parts.
The ability to motivate employees to do a good job.
The ability to perform departmental jobs such as data entry in a computer.
The ability to determine what’s going wrong and correct it.
The ability to write memos and letters
B. Identify whether each of the five situations describes one of the five management functions listed
below.
a. Planning
b. Organizing
c. Directing
d. Controlling
e. Staffing
_______ 6. The manager is showing an employee how to set up a machine for production.
_______ 7. The manager is determining how many units were produced during the first half
of the shift
_______ 8. An employee has been absent several times. The manager is discussing the
situation and trying to get the employee to improve attendance.
_______ 9. The manager is conducting a job interview to fill the position of a retiring
employee.
_______ 10. The manager is dividing a large sales territory into smaller territories.
C. Identify each of the five roles below as:
a. Interpersonal
b. informational
c. decisional
_______ 11. The manager discusses the new union contract with union representatives.
_______ 12. The manager shows an employee how to fill out a form.
_______ 13. The manager reads The Wall Street Journal with a cup of coffee first thing in the
morning.
_______ 14. The manager develops new total quality management techniques.
_______ 15. The sales manager discusses a complaint with a customer.
D. Identify the level of management in the following five instances as:
a. Top
b. middle
c. first-line
_______
_______
_______
_______
_______
16. Supervises the operative employees
17. Has greater need for conceptual than technical skills.
18. Spends more time leading and controlling.
19. Reports to an executive.
20. Has a more balanced need for the management skills and functions.
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
3) Activity 3: Check for Understanding (5 min) This is a short summative assessment.
I. Direction: Encircle the letter for the best answer to complete each statement.
1. Engineering is:
a. An art
b. both science and art
c. A science
d. none of these
2. Engineers can become good managers only through _________.
a. Experience
c. effective career planning
b. Taking master’s degree in management
d. trainings
3. What management functions refers to the process of anticipating problems, analyzing them,
estimating their likely impact and determining actions that will lead to the desired outcomes and
goals?
a. Leading
b. Controlling
c. Planning
d. Organizing
4. What refers to the establishing interrelationships between people and things in such a way that
human and materials resources are effectively focused toward achieving the goal of the
company?
a. Planning
b. Leading
c. Controlling
d. Organizing
5. What management function involves selecting candidates and training personnel?
a. Organizing
b. Staffing
c. Motivating
d. Controlling
6. Which of these statements best summarizes the meanings of management?
a. Only a few experienced people in an organization are managers
b. Management is both a general human activity and a specialized occupation
c. Management is a job conducted by those with special training
d. Only people in formal organizations act as managers
7. Technical skills include ___________.
a. Leadership and efficiency in a certain specialized field
b. Knowledge of and proficiency in a certain specialized field
c. Familiarity with and interest in a general field of endeavor
d. Skill and interest in a general field of endeavor
8. All of the following are management roles that are more important at the higher levels of the
organization except ________.
a. Leader
b. disseminator
c. figurehead
d. negotiator
9. Managers with good ________ are able to get the best out of their people.
a. Human skills
b. conceptual skills
c. technical skills
d. visual skills
10. What role will Don be performing when he gives the plant tour to the newspaper reporter?
c. Figurehead
b. Liaison
c. Disseminator
d. Spokesperson
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
II. Complete the crossword puzzle below.
ACROSS
2
this is where the construction engineer is
directly in charge of the construction
personnel or may have responsibility for
the quality of the construction process.
3
where the engineer is assigned to manage
groups of people performing specific tasks.
4
those engineers with a moderate degree of
engineering jobs like transportation
companies
where the engineer is engaged in the
process of learning about nature and
codifying this knowledge into usable
theories.
where the engineer gets employment in a
school and is assigned as a teacher of
engineering courses.
where the engineer works in a unit where
new products or parts are tested for
workability.
a person who designs, builds, or maintains
engines, machines, or public works.
6
7
8
9
DOWN
1
the application of science and
mathematics by which the properties of
matter and the sources of energy in
nature are made useful to man in
structures, machines, products,
systems, and processes
2
where the engineer works as consultant
of any individual or organization requiring
his services.
5
those engineers with a high degree of
engineering jobs like construction firms.
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BES 047 – ENGINEERING MANAGEMENT
Module #1 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
FAQs
1. Why study engineering management?
If engineering management is done correctly, you focus on three main issues. Those learning to
become engineering managers learn how to make good use of technological, financial, and human
resources. They also develop their intellectual skills such as critical thinking, logical thinking, and proble
m-solving.
2. What makes a good engineering manager?
A strong engineering manager understands both sides' needs and how to maintain their balance. This
means that the team is kept on task and within budgets and deadlines. It also means understanding wh
at the team needs — the time, resources, and working environment — and fulfilling those needs.
It needs a great engineer manager for a team of engineers to excel. Engineer managers have a huge
effect in the firm.
KEY TO CORRECTIONS
*Activity 2
A.
1. b
2. c
3. a
4. a
5. b
B.
6. c
7. a
8. d
9. e
10. b
C.
11. b
12. a
13. b
14. a
15. c
D.
16. c
17. a
18. c
19. b
20. b
*Activity 3
The key answer to this short summative assessment will be given by your teacher
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Lesson title: Decision-Making
Lesson Objectives: At the end of the module, the student will be
able to
1. Define Decision-Making
2. Explain the process of decision-making.
3. Determine the approaches in solving problems.
Class number: ______
Date: _____________
Materials:
pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
Create a routine you plan to follow every time you want to study, like going to a specific place at a specific
time.
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 mins)
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. In this lecture, we will
focus on the principles of decision making and the way decision-makers make decisions.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 mins)
Engineering managers are primarily tasked with providing leadership in the quest to achieve the
objective of the organization.
Decision-making is the engineer manager’s responsibility. 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.
Delaney argues that these kinds of managers are risky and should be
suspended from the position as soon as possible
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.”
The Decision-Making Process
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
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.”
What is a problem? A problem exists when there is a difference between actual situation and a desired
situation.
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.
Components of the Environment. The environment consists of two major concerns:
1. Internal environment refers to organizational activities within a company which involves
decision-making.
Examples of internal limitations are as follows:
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
1. Limited funds available for the purchase of equipment
2. Limited training on the part of employees
3. Ill-designed facilities
2. External environment refers to factors outside the enterprise and not usually under short-run
Top Management power.
Examples of external limitations are as follows:
1. Patents are controlled by other organizations
2. A very limited market for the company’s product and services exists.
3. Strict enforcement of local zoning regulations.
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.
Step 4: Develop a 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:
1. Prepare a list of alternative solutions
2. Determine the viability of each solutions
3. Revise the list by striking out those which are not viable
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. Souder suggests that “any alternative must be
analyzed and evaluated in terms of its characteristics of interest (value), cost and risk.”
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.”
To simplify the selection process, the alternatives can be ranked from best to worst based on factors
such as benefit, cost or risk.
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
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.
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.
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.
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
APPROACHES IN SOLVING PROBLEMS
The engineering manager faces problems in decision-making which can be either simple or complex. He
needs to be familiar with the following approaches to give him some guide:
1. Qualitative evaluation;
2. Quantitative evaluation
Qualitative Evaluation refers to assessing alternatives by intuition and subjective judgement. Stevenson says
managers tend to use the value of qualitative approach when:
1. the problem is fairly simple
2. the problem is familiar
3. the cost involved is not great
4. immediate decisions are needed.
Quantitative Evaluation refers to alternatives which use any technique classified as logical and analytical in a
group.
QUANTITATIVE MODELS FOR DECISION-MAKING
Quantitative Models for
Decision-Making
Inventory Models
Network Models
Queuing Theory
Linear Programming
Regression Analysis
Forecasting
Simulation
Statistical Decision
Theory
Sampling Theory
INVENTORY MODELS consists of many types, all intended to assist the engineering manager in making
inventory decisions. They’re the following:
1. Economic order quantity model – is used to calculate
the number of items to be ordered at a time in order to
minimize the total annual costs of placing orders and
carrying the things in store.
2. Production order quantity model – this is an economic
order quantity technique applied to production orders.
3. Back order inventory model – this is an inventory
model used for planned shortages
4. Quantity discount model – is used to reduce overall
costs as manufacturers give quantity discounts.
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
QUEUING THEORY
The queuing theory is one that explains how to calculate the number of service units which will reduce both
waiting time and service costs for customers. The queuing theory refers to organizations in which a typical
condition is that of waiting lines.
NETWORK MODELS
These are models in which large complex tasks are split into smaller parts that can be independently
controlled. The two most popular models in network are:
1. The Program Evaluation Review Technique (PERT) – a technique that helps engineer
managers to plan, monitor and control large and complex projects, using three estimates of time
for each task.
2. The Critical Path Method (CPM) – a network strategy that uses only one-time factor per task,
allowing engineer managers to plan, track and control large and complex projects.
FORECASTING
There are times where engineer managers take
actions that will have potential consequences.
Forecasting can be described as “the gathering of
past and current information to make future
predictions.”
REGRESSION ANALYSIS
The regression model is a method of forecasting
which examines the associations of two or more
variables. It uses preceding time data to forecast
future events. When involving one independent
variable, it is called simple variable; when involving
two or more independent variables, it is called
multiple regression.
SIMULATION
Simulation is a model designed to reflect fact, from
which conclusions can be drawn from real-life
problems. It is a highly sophisticated tool through
which the decision-maker develops a mathematical
model of the system in question.
LINEAR PROGRAMMING
Linear Programming is a quantitative methodology
used to create an optimal solution within the limits
imposed on the decision by constraints. Linear
programming is very useful as a decision-making
mechanism when there are restrictions on the
system about supply and demand limitations in
factories, warehouses or business areas.
SAMPLING THEORY
Sampling theory is a quantitative technique that
statistically determines samples of populations to be
used in numerous processes, such as quality control
and marketing research. Sampling provides an
option when data collection is costly. In turn,
sampling saves both time and money.
STATISTICAL DECISION THEORY
Statistical Decision theory refers to the rational
method of conceptualizing, evaluating and solving
problems in situations involving minimal or partial
decision environment information.
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
2) Activity 2: Skill-building Activities. (20 mins)
A. Answer the following questions below.
1. Could the engineer manager avoid taking a decision on management? Why or why not?
2. When a problem arises and the manager wants to overlook it, is he making decisions? Explain.
3. Why is correct diagnosis of the problem relevant?
4. How may one develop viable alternatives in problem solving?
5. What are the approaches in solving problems?
3) Activity 3: Check for Understanding (5 mins)
1. What quantitative techniques are useful in decision-making?
2. How may alternative solutions be evaluated?
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BES 047: ENGINEERING MANAGEMENT
Module #2 Student Activity Sheet
Name: ______________________________________________________
Section: __________ Schedule: __________________________________
Class number: ______
Date: _____________
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
You are done with the session! Let’s track your progress
Period 1
Period 2
0
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
FAQs
1. Why is decision-making a very important function of the engineer manager?
Decision-making is an incredibly important engineering manager role. His organization,
depending on the outcomes of its actions, will rise or fall. Therefore, the engineer manager
needs to improve certain decision-making skills.
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Lesson title: Planning
Lesson Objectives: At the end of the module, the student will be
able to
1. Define planning
2. Explain the process of planning
3. Determine what are the types of plan
4. Prepare SWOT analysis.
Class number: _______
Date: _______________
Materials:
DLP, pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
One of the keys to effective studying is not simply memorizing information but gaining understanding of a
topic.
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
This lesson will explain the types of planning that managers use, planning at different levels of
management, the planning process and making effective planning.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 min)
A plan, which is the output of planning, offers a methodical way to achieve
desired results. The plan serves as a useful reference in the implementation
of the activities. Without the plan, major attention may be paid to some minor
tasks which may, later on, obstruct the fulfillment of activities.
Planning, according to Nickels and others, refers to “the management
function that involves anticipating future trends and determining the best
strategies and tactics to achieve organizational objectives.” This definition is
useful because it relates to what could be decided now in the future.
Aldag and Stearns, on the other define planning as “the selection and sequential ordering of tasks
required to achieve an organizational goal.” This definition centers on the activity required to
accomplish the goals.
The definition of Cole and Hamilton provides a better guide on how to effectively perform this vital
activity. Planning, according to them is “deciding what will be done, who will do it, where, when, and
how it will be done,” and the standards to which it will be done.”
PLANNING AT VARIOUS MANAGEMENT LEVELS
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
Strategic planning refers to the process of determining the organization’s major objectives, as well as the
policies and strategies for obtaining and using resources to achieve those objectives. In this form of planning
is involved the top management of any organization. The result of strategic planning is the strategic plan
that details “the decision of long-term objectives and the course of action to be taken.
Intermediate Planning refers to the process of evaluating the contributions that subunits will make with the
allocated resources. Middle management undertakes this form of planning. It is meant to sustain the overall
plan.
Operational planning refers to the process of deciding how different tasks with limited resources can best
be completed on time. This form of planning is a responsibility of the lower management. This needs to
be achieved in favor of both the strategic plan and intermediate plan.
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
The Planning Process
Setting
Organizational,
Divisional or Unit
Goals
Developing
Strategies or
Tactics to Reach
Goals
 Developing any
 Providing a
means of achieving
directional sense
the target
 Gives a response to
 Strategy may be
the concern
defined as a course
 Once everyone is
of action designed to
aware of the goals,
ensure that the
there is a better
chance that everyone organization
achieves its goals.
will contribute their

Tactic is a shortpart in achieving
term action taken by
those goals.
management to
respond to internal
and external
negative forces.
Determining
Resources
Needed
 When designing
different strategies and
tactics, the manager
must then decide.
 The human and nonhuman resources
which these strategies
or tactics require.
 The quality and
quantity of the
appropriate services
must be calculated
correctly.
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Setting
Standards
 The performance
assessment standards
can be set in the planning
process. When the actual
output is not the same with
the expected results, can
be corrected or
reinforcements given.
 A standard can be
described as quantitative
or qualitative measuring
tool designed to help
monitor the performance
of people, capital goods or
processes.
3
BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
1. Functional Areas
TYPES OF PLANS
2. Time Horizon
Functional Area Plans
Plans may be prepared according to the
needs of the different functional areas.
 A document representing
a company’s human
resource needs defined in
terms of quantity and
quality and focused on
the criteria of its strategic
plan.
Class number: _______
Date: _______________
3. Frequency of Use
Marketing
Plan
 A written document or plan for the
execution and controlling the marketing
activities of a company relating to a
specific marketing strategy.
Human
Resource
Management
Plan
Functional
Area Plans
Production
Plan
 A document summing up the present
financial situation of the firm, analyzes
financial needs and provides
recommendations for financial activities.
 A document specifying
that a company must
generate a quantity of
production in the
broadest context and by
product family.
Financial
Plan
Plans with Time Horizon
Short-range Plans
 are proposals for a period of
less than one year. Such
plans are often the focus of
first-line managers.
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Long-range Plans
 are proposals for more than a
year’s length. These are often
carried out by middle and top
management.
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
Plans According to Frequency Use
According to frequency use, plans may be classified as:
1. Standing Plans – are plans which are used repeatedly and which focus on managerial
situations that happens again and again.
2. Single-Use Plans – a collection of activities planned to accomplish a particular objective within
a given budget and time duration that is unlikely to happen in the future.
Policies
Standing Plans
(Used repeatedly)
Procedure
s
Rules
Plans According to
Frequency Use
Budgets
Single-Use Plans
(Used to Attain Specific Objective within a Short Period)
Program
s
Projects
Relationship of Standing Plans to Single-Use Plans
TERMS
Policies
Procedures
Rules
Budget
Program
Project
DEFINITION
They are broad guidelines for helping managers make decisions about recurring
situations or functions at every level.
are plans to describe the exact series of measures to be taken in each situation.
are statements that allow or forbid a particular action.
According to Weston and Brigham, is “a plan which sets forth the projected
expenditure for a certain activity and explains where the required funds will come
from.”
application of a single usage program intended to organize a wide variety of
activities.
A single-use plan that is typically more limited in nature than a program and able
to support a program at times.
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
PARTS OF THE VARIOUS FUNCTIONAL AREA PLANS
The Contents of the Marketing Plan
William Cohen maintains that the following must
be included in the marketing plan.
1. The Executive Summary – which
presents an overall view of the marketing
project and its potential.
2. Table of Contents
3. Situational Analysis and Target Market
4. Marketing Objectives and Goals
5. Marketing Strategies
6. Marketing Tactics
7. Schedules and Budgets
8. Financial Data and Control
The Contents of the Production Plan
The production plan must contain the following:
1. the amount of capacity the company must
have
2. how many employees are required
3. how much material must be purchased
The Contents of the Financial Plan
1. An analysis of the firm’s current financial
condition as indicated by an analysis of
the
most recent statements
2. A sales forecast
3. The capital budget
4. The cash budget
5. A set of proforma (or projected) financial
statements
6. The external financing plan
Contents of the Human Resources Plan
1.
2.
3.
4.
Personnel requirements of the company
Plans for recruitment and selection
Training Plan
Retirement Plan
PARTS OF THE STRATEGIC PLAN
1. Company or corporate Vision is a big picture of what the organization wants to achieve in future.
It should inspire people in the organization
2. Company or corporate Mission is about what the organization does to achieve the vision. A
mission is an action statement to achieve the vision
3. Objective and Goals.
Goals are statements of mileposts to achieve the vision. Goals describe – what you want to
achieve through your efforts.
Objective is a time-sensitive statement to achieve the goals. We defined it in measurable terms
4. Strategies
5. Action Plans or Tactics
STRENGTHS, WEAKNESSES, OPPORTUNITIES AND TREATS ANALYSIS
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to
evaluate a company's competitive position and to develop strategic planning. SWOT analysis
assesses internal and external factors, as well as current and future potential.
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
Strength describe what an organization excels at and
what separates it from the competition.
Weaknesses stop an organization from performing at its
optimum level. They are areas where the business needs to
improve to remain competitive.
Opportunities refer to favorable external factors that could
give an organization a competitive advantage.
Threats refer to factors that have the potential to harm
an organization
MAKING PLANNING EFFECTIVE
Planning is carried out to achieve some desired results. But at times, planning failure occurs. Planning
will be efficient if one considers the following:
1. recognize the planning barriers
2. use of aids to planning
The planning barriers, according to Plunkett and Attner,
are as follows:
1. manager’s inability to plan
2. improper planning process
3. lack of commitment to the planning process
4. improper information
5. focusing on the present at the expense of the
future
6. too much reliance on the planning department
7. concentrating on only the controllable variables
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Among the aids to planning that may be
used are:
1. Gather as much information as
possible
2. Develop multiple sources of
information
3. Involve others in the planning
process
7
BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
2) Activity 2: Skill-building Activities. (20 min)
A. Answer the following questions below.
1. How may “planning” be defined?
2. What planning activities are undertaken at various management levels?
3. What are the steps in the planning process?
4. What is the difference between strategy and tactics?
5. What are the barriers to planning?
6. What may be used as aids in planning?
7. What is the difference between vision and mission?
This document is the property of PHINMA EDUCATION
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
3) Activity 3: Check for Understanding (5 min)
Direction: Encircle the letter of the correct answer.
1. Which of the following is incorrect?
a. A planning is the part of the management process that attempts to define the organization’s
future.
b. The approach to planning can differ greatly from manager to manager
c. Planning is a one-time event
d. Planning is thinking out in advance the sequence of actions to accomplish a proposed
course of action
2. A system in which responsibility for planning lies with the highest level is called:
a. Strategic planning
c. operational planning
b. intermediate planning
d. flexible planning
3. The first step in the planning process is to:
a. Setting standards
c. determining resources needed
b. Setting organizational, division or unit goals
d. developing strategies or tactics to
reach goals
4. Intermediate plans are set by ___________ management.
a. Top
b. middle
c. lower
d. all of the above
5. A company mission is a statement of the organization’s:
a. Accounts and responsibilities
c. net worth
b. Purpose
d. structure
6. The purpose of strategic planning is to find ways in which the company can best:
a. Overcome losses
b. Use its strengths to take advantage of attractive opportunities in the environment.
c. Avoid paying taxes.
d. Avoid the expense of costly research and development while still getting the benefits.
7. This presents an overall view of the marketing project and its potential
a. Budget
b. Policies
c. Plan
d. Executive Summary
8. This a written document that states that the quantity of output a company must produce in broad
terms and by product family.
a. Marketing Plan
c. Production Plan
b. Financial Plan
d. Strategic Plan
9. They are broad guidelines to aid managers at every level in making decisions about recurring
situations or function.
a. Budget
b. Policies
c. Procedure
d. Rules
10. These are plans that are used again and again, and they focus on managerial situations that
happen repeatedly.
a. Standing Plans
b. Single-Use Plans
c. Strategic Plans
d. Tactic
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BES 047: ENGINEERING MANAGEMENT
Module #3 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
{*Teacher directs the student to mark their place in the work tracker which is simply a visual to help
students track how much work they have accomplished and how much work there is left to do. This
tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
FAQs
1. Why is planning an important activity for managers?
Planning allows managers to make decisions regarding the direction of various projects and
processes. In fact, preparation helps managers to track the different aspects of their tasks
and processes and ensure that every mission stays on course.
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BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Lesson title: Organizing Technical Activities
Lesson Objectives: At the end of the module, the student will be
able to
1. Determine the reasons for organizing
2. Define organizing
3. Explain the purpose of the structure
4. Understand the different types of authority
Class number: _______
Date: _______________
Materials:
pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
I’d urge you to study outside of the room you sleep in if you possibly can. Both halves of your life will be
improved: you’ll be able to relax and sleep more easily, and you’ll be able to concentrate and focus better.
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
Once a plan is in place, a manager must put it into action. This lesson explains the role of organizing as
a function of management as well as its relationship with planning.
B.MAIN LESSON
1) Activity 1: Content Notes. (13 min)
Organizing is a management function that refers to the “efficient
and effective structuring of resources and activities to achieve
objectives.
The structure is called the arrangement or relationship of
positions within an organization. The structure is the result of the
organizing process.
REASONS FOR ORGANIZING
Organization is undertaken to make it easier to implement plans. Steps are undertaken in effective
organization to break down the total job into more manageable man-size jobs. Doing these will allow
the specific tasks to be assigned to specific persons. These, in turn, will help facilitate the allocation of
authority, responsibility and accountability for certain functions and tasks.
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BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
BASIC ELEMENTS OF ORGANIZING
Division of
Labor
Departmentation
Delegation of
Authority
Determining
the scope of
work and how
it is combined
in a job.
The process
of assigning
various
degrees of
decisionmaking
authority to
subordinates.
Span of
Control
The grouping
of related
jobs,
activities, or
processes
into major
organizational
subunits.
subordinates.
Coordination
The number
of people who
report directly
to a given
manager.
The linking of
activities in
the
organization
that serves to
achieve a
common goal
or objective.
THE PURPOSE OF THE ORGANIZATIONAL STRUCTURE
1. This determines the relationship that individuals and organizations have between tasks and
authority.
2. This determines formal reporting relationships, the number of levels in the hierarchy of the
organization and the span of control.
3. This describes individual groupings into divisions, and divisions into organizations.
4. The system is established to coordinate effort in both vertical (authority) and horizontal (tasks)
directions.
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BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
THE FORMAL ORGANIZATION
After an adaptation of a plan, management will form an organization to carry out the activities set out in
the plan.
Organization Chart
Formal Organization
The structure that details
lines of responsibilities,
authority, and position. It
is “the planned structure”
and it “represents the
deliberate attempt to
establish patterned
relationships among the
components that will meet
the objectives effectively”.
Organization Manual
Policy Manual
A diagram of the organization’s
official positions and formal lines of
authority.
It provides written descriptions of
authority relationships, details the
functions of major organizational
units, and describes job procedures.
Describes personnel activities
and company policies.
INFORMAL GROUPS
There are times where an organization’s members naturally form a collective with affection as the
primary reason for joining. That group is classified as an informal group. It is not part of the formal
organization and has no specific reason for performance.
Informal groups are often very useful; in carrying out major tasks, particularly if these tasks are
consistent with the expectations of the informal group members. According to Valentine, the
informal organization, however useful it may be, is “vulnerable to expediency, bribery and
opportunism.” The company can suffer its low visibility, these perversions and considerable harm.
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BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
TYPES OF ORGANIZATIONAL STRUCTURES
Before activity begins, decision-makers within an organization will have to decide which structure to adapt
to. A certain structural type may be best fit the requirements, depending on the size and type of operation
PRODUCT/MARKET
ORGRANIZATION
- this refers to the organization
of a company by divisions that
bring together all those
involved with a certain type of
product or customer.
FUNCTIONAL
ORGRANIZATION
- this is a form of
departmentalization in which
everyone engaged in one functional
activity, such as engineering or
marketing, is grouped into one unit.
TYPES OF
ORGRANIZATIONAL
STRUCTURES
MATRIX
ORGRANIZATION
- an organizational structure in
which each employee reports
both a functional or division
manager and to a project or
group manager.
Functional Organizational Structure
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BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
Product / Market Organization Structure
Matrix Organization Structure
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5
BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
ADVANTAGES
TYPES OF
ORGANIZATIONAL
STRUCTURES
1.
FUNCTIONAL
ORGRANIZATION
2.
3.
4.
5.
6.
PRODUCT/MARKET
ORGRANIZATION
The groupings of employees who
perform a common task permit economy
of scale and efficient resource use.
Since the chain of command converges
at the top of the organization, decisionmaking is centralized, providing a unified
direction from the top.
Communication and coordination among
employees within each department are
excellent.
The structure promotes high-quality
technical problem-solving.
The organization is provided with in
depth skill specialization and
development.
Employees are provided with career
progress within functional departments.
1. The organization is flexible and is
responsive to change.
2. The organization provides a high
concern for customer’s needs.
3. The organization provides
excellent coordination across
functional departments.
4. There is easy pinpointing of
responsibility for product
problems.
5. There is emphasis on overall
product and division goals.
6. The development of the general
management skills is provided.
This document is the property of PHINMA EDUCATION
Class number: _______
Date: _______________
DISADVANTAGES
1.
2.
3.
4.
5.
6.
Communication and coordination
between the departments are often
poor.
Decisions involving more than one
department pile up at the top
management level and are often
delayed.
Work specialization and division of
labor, which are stressed in a
functional organization, produce
routine, no motivating employee tasks.
It is difficult to identify which section or
group is responsible for certain
problems.
There is limited view of organizational
goals by employees.
There is limited general management
training for employees.
1. There is a high possibility of
duplication of resources across
divisions.
2. There is less technical depth and
specialization in divisions.
3. There is poor coordination across
divisions.
4. There is less top management
control.
5. There is competition for corporate
resources.
6
BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
1. There is more efficient use of
resources than the divisional
structure.
2. There is flexibility and adaptability
to changing environment.
3. The development of both general
and functional management skills
is present.
4. There is interdisciplinary
cooperation and any expertise is
available to all divisions.
5. There are enlarged tasks for
employees which motivate them
better.
MATRIX
ORGRANIZATION
Class number: _______
Date: _______________
1. There is frustration and confusion
from dual chain of command.
2. There is high conflict between
divisional and functional interests.
3. There are many meetings and
more discussion than action
4. There is a need for human
relations training for key
employees and managers.
5. There is a tendency for power
dominance by one side of the
matrix.
TYPES OF AUTHORITY
The delegation of authority is a requisite for effective organizing. It consists of three types.
1. Line authority
 a right of a manager to tell subordinates what to do, and then see that they do.
 Line departments carry out activities that represent the primary purpose and objective
of the organization.
2. Staff authority – a right of staff specialist to provide advice to a superior.
Staff departments include all those that provided specialized skills in support of line
departments.
Examples of staff departments include those which perform strategic planning, labor
relations, research, accounting, and personnel.
Staff officers may be classified into the following:
1.
Personal Staff
 those individuals assigned to a particular manager to provide required staff
services.
2. Specialized staff
 those individuals who provide the necessary staff services for the entire
organization.
3. Functional authority
 a right of a specialist to supervise lower level personnel involved in that
specialty, regardless of where the personnel are in the organization.
 is one given to a person or a work group to make their expertise-related
decisions even if those decisions concern other departments. This authority is
granted to most organizations’ budget officers, as well as other officers.
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BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
THE PURPOSE OF COMMITTEES
A committee is a formal group of persons composed for a particular purpose. For instance, the product
planning committee, as defined by Millevo, is ‘’often staffed by top executives from marketing, production,
research, engineering, and finance, who work part-time to evaluate and approve product ideas.’’
Committees are especially useful to manufacturing and engineering firms. When addressing a specific
issue, such as product development, typically a committee is created to include the appropriate line-up of
expertise required to accomplish those goals.
Committees may be classified as follows:
1. Ad hoc committee – one created for a short-term purpose and whose life is limited. An
example is the committee created to manage the anniversary festivities of a certain firm.
2. Standing committee – this is a fairly permanent committee which is constantly dealing with
problems.
However, committees may not function properly, if they are not managed correctly. Delaney suggests
that “it may be useful to put in place some procedure to make the committee a more effective tool to
achieve our goals.”
2) Activity 2: Skill-building Activities. (20 min)
Direction: Answer the following questions below.
1.
Define organizing.
2. What purpose do organizational structures serve?
3. What is formal organization?
4. What are informal groups? Why are they formed?
This document is the property of PHINMA EDUCATION
8
BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
3) Activity 3: Check for Understanding (5 min)
1. What are the types of organizational structures? How may they be distinguished?
2. What is meant by ‘’line authority’’ by ‘’staff authority’’?
3. Distinguish ‘’personal staff’’ from ‘’specialized staff’’.
4. What are committees? How may they be classified?
5. What are the disadvantages of product/market organization?
C. LESSON WRAP-UP
1) Activity 6: Thinking about Learning (5 mins)
{*Teacher directs the student to mark their place in the work tracker which is simply a visual to help
students track how much work they have accomplished and how much work there is left to do. This
tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
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9
BES 047: ENGINEERING MANAGEMENT
Module #4 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
FAQs
1. Why is it important for the engineer manage to acquire skills in organizing?
Organizing is undertaken to facilitate the implementation of plans. In effective organizing,
steps are undertaken to breakdown the total job into more manageable man-size jobs. Doing
these will make it possible to assign the particular tasks to particular persons. In turn, these
will help facilitate the assignment of authority, responsibility, and accountability for certain
functions and tasks.
This document is the property of PHINMA EDUCATION
10
BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Lesson title: Staffing
Lesson Objectives: At the end of the module, the student will be
able to
1. Explain the meaning of staffing
2. Discuss the procedure of staffing
Class number: _______
Date: _______________
Materials:
pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
“Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one
more time.” – Thomas A. Edison
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 mins)
After the organizational structure was established, which was decided to best serve the interests of a
certain firm, the next move to take is to fill the positions identified with the most eligible individuals. Let
us find out more about what is Staffing and what it involves.
B.MAIN LESSON
1) Activity 1: Content Notes. (13 mins)
Staffing can be described as “the management process
that defines human resource needs, hires, selects, trains,
and develops human resources for job generated by
organization. Staffing is undertaken to match people with
jobs to promote the realization of the organization’s
objectives.
Staffing is significant because it is the process by which
you look for the employees who best fit the job
requirements of a role available in the firm. Hiring the right
person for the job will mean being able to maximize the
person’s ability in carrying out his/her position within the
company. Placing the wrong person in a highly specialized
role can cause unspeakable harm to the firm.
THE STAFFING PROCEDURE
Human Resource Planning
Recruitment
Selection
Induction and Orientation
Training and Development
Performance Appraisal
Employee Decisions
Separations
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BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
1. HUMAN RESOURCE PLANNING
Human resource planning determines the competencies that a company requires to accomplish its
goals and acquires the personnel it requires. The manager would have to engage himself in human
resource planning to be able to do so. This will be done in conjunction with the human resource officer’s
efforts, that is, if the company has one.
Forecasting – which is an assessment of
future human resource needs in relation to
the current capabilities of the organization.
HUMAN
RESOURCE
PLANNING
ACTIVITIES
Programming – which means translating the
forecasted human resource needs to personnel
objectives and goals.
Evaluation and Control – which refers to
monitoring human resource action plans and
evaluating their success.
Methods of Forecasting. Manpower needs forecasting may be carried out using any of the following
quantitative methods:
Quantitative
 which are attempts to
Forecasting
identify the major variables
that are related to or have
Method
caused specific past
conditions and then use
current measures
of these variables
Explanatory or
to predict future
Casual Models
conditions.
Leading
Indicators
Econometric
Models
Regression
Models
 refers to time
series that
anticipate
business cycle
turns.
 a system of regression
equations estimated from
past timeseries data and
used to show the effect of
various independent
variables on various
dependent variables.
 includes a large
group of methods
that can be used to
predict future values
of a variable using
information about
other variables.
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Time Series
Methods
Monitoring
Methods
 which use
historical data to
develop forecasts
of the future.
 are those that
provide early
warning signals of
significant changes
in established
patterns and
relationships so
that the manager
can assess the
likely impact and
plan responses if
required.
2
BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
2. RECRUITMENT
Recruitment refers to the attraction of eligible individuals to apply for open positions in the company in
order to choose those that are ideally suited to represent the company.
Source of Applicants
1. The organization’s current employees
2. Newspaper and Advertising
3. Schools
4. Referrals from employees
5. Recruitment firms
6. Competitors
3. SELECTION
Selection refers to the act of selecting the individuals most likely to succeed on the job form the ones
available. A prerequisite for effective selection is the preparation of a list which indicates that there is an
adequate pool of candidates. The aim of the selection is to assess each applicant and to select the most
suitable for the available position. This would be destructive for the company when the management
selects the wrong employee.
Not only is the replacement cost high, a bad hire may also have a destructive effect on the rest of the
employees, the work culture, and the experience of customers.
Companies use any or more of the following when assessing a candidate’s qualification:
Application
blanks
 provides information about a
person’s characteristics such
as age, marital status, address,
educational background,
experience, and special,
interests.
Testing
Ways of
Determining the
Qualifications of
a Job Candidate
 involves an
evaluation of the
future behavior or
performance of an
individual.
References
Interview
s
 are those written by
previous employers,
co-workers,
teachers, club
officers, etc...
 Information may be gathered in
an interview by asking a series
of relevant questions to the job
candidate.
Aptitude
Test
 one used to measure a
person’s capacity or potential
ability to learn.
Performance Test
Psychological
Test
 which is “an
objective, standard
measure of a
sample behavior.”
Physical
Test
 to assess the
physical health of an
applicant. It is given
“to assure that the
health of the
applicant is
adequate to meet
the job
requirements.”
This document is the property of PHINMA EDUCATION
 one used to measure a
person’s current
knowledge of a subject.
Personality Test
 one used to measure
personality traits as
dominance, sociability,
and conformity.
Interest Test
 one used to measure a
person’s interest in
various field of work.
3
BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
4. INDUCTION AND ORIENTATION
The next steps followed are induction and orientation after an individual is eventually chosen from among
the numerous and then employed afterwards.
In induction, the new employee receives the essential company details. He is entrusted with his duties,
responsibilities, and benefits. Personnel and health staff are filled up, and passes are issued. The history
of the company, its products and services and the structures of the organization are explained to the new
employee.
The new employee is welcomed into the immediate work environment and co-workers in orientation. It
addresses the following: venue, rules, equipment, procedures, and training plans. There’s also
discussion about success goals. The new employee also goes through the “socialization process” by
matching him with an existing employee and having a one-on-one conversation with the manager.
5. TRAINING AND DEVELOPMENT
if the newly employed (or newly promoted employee) is identified as lacking the expertise the job needs,
training becomes a requirement.
Training refers to “learning to enhance the efficiency of the current job.” Training programs consist of
two general categories, namely:
1. Training programs for Nonmanagers
2. Training and educational programs for executives
1. On-the-job Training
2. Vestibule School
3. Apprenticeship
Program
4. Special Courses
Training Programs for Nonmanagers
 where the trainee is put under the guidance of his immediate
supervisor, who serves as a trainer, in an actual job scenario.
The condition highly motivates the trainee to learn.
 where the trainee is put in almost exactly the same situation
as the workplace where there are machines, materials, and
time constraints. Since the trainer works full time, he is
confident the trainee will be given adequate attention.
 where trainees are given a mix of on-the-job training and
classroom teaching experiences, in specific subjects.
 are those who put greater focus on education instead of
training.
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BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Areas to Develop
1. DecisionMaking Skills
a.
b.
c.
2. Interpersonal
Competence
a.
b.
c.
d.
3. Job
Knowledge
a.
b.
c.
4. Organizational 1.
Knowledge
Class number: _______
Date: _______________
Training Programs for Managers
Trainings
In-basket
 where the trainee receives a set of notes,
messages, telephone calls, letters, and reports, all
related to the situation of the company.
Management  is a training approach in which “trainees face a
Games
realistic scenario and are expected to make a
series of ongoing decisions on the scenario.”
Case Studies  this method presents actual organizational
situations and makes it possible to examine
successful and unsuccessful operations. It
emphasizes “the world of managers, improves
communication skills, offers rewards to solve a
mystery, possesses illustration quality, and
establishes concrete reference points to connect
theory with practice.”
Role-playing  is a process by which the trainees are assigned to
perform roles in a given situation. The aim of this
approach is to develop the human relations,
supervision, and leadership skills of the trainees.
Behavior
 This method aims to influence the trainee by
Modeling
“showing successful actions of model persons in a
difficult situation.
Sensitivity
 through this approach, understanding and
Training
sensitivity to one’s own and other behavioral
patterns are created.
Transactional  is a training method intended “to help individuals
Analysis
not only understand themselves and others but
also improve their interpersonal communication
skills.”
On-the-job
 This approach gives the trainee adequate
Experience
opportunities to learn new skills when actively
engaging in the production of a work.
Coaching
 This approach allows a senior manager to assist a
lower-level manager by teaching him the skills
required and generally offering direction, advice
and assistance critique.
Understudy
 Under this process, a manager serves as an
assistant to a higher-level manager and takes part
in planning and other administrative functions until
he is prepared to take on the role himself.
Position
 Under this method, assignments are given to the
Rotation
manager in a variety of departments. The aim is
to introduce him to various organization’s
functions.
This document is the property of PHINMA EDUCATION
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BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
2. Multiple
Management
Class number: _______
Date: _______________
 This approach is based on the premise that the
means to train junior executives for higher
management roles must be given. To accomplish
this, a junior board of directors composed of junior
executives as members is formed. The board is
given the authority to discuss issues which could
be discussed by the senior board.
6. PERFORMANCE APPRAISAL
Performance appraisal is the measurement of employee’s performance. The reason for which
performance appraisal is conducted is as follows:
1.
2.
3.
4.
5.
To influence the performance and development of the employees in a positive way.
To determine merit pay increase.
Planning for future performance targets.
Setting the needs for training and development.
To appraise worker’s motivational ability.
ASSESSMENT CENTER METHOD
where one is evaluated by persons
other than immediate superior. This
method is used for evaluating
managers.
WORK STANDARDS METHOD
where standards are set for the realistic
worker output and later used in
evaluating the performance of
nonmanagerial employees.
RATING SCALE METHOD
where each trait or
characteristic to be rated is
represented by a line or scale
on which the rater indicates
the degree to which the
individual possesses the trait
or characteristic.
Ways of Appraising
Performance
RANKING METHOD
where each evaluator
arranges employees in
rank order from the best to
the poorest.
MANAGEMENT BY
OBJECTIVES METHOD
where specific goals are
set collaboratively for the
organization, for various
subunits, and for each
individual member.
CHECKLIST METHOD
where the evaluator checks
statements on a list that
are deemed to characterize
an employee’s behavior or
performance.
ESSAY METHOD
where the evaluator
composes statements
that best describe the
person evaluated.
CRITICAL-INCIDENT METHOD
where the evaluator recalls and writes
down specific (but critical) incidents
that indicate the employee’s
performance. A critical incident occurs
when employee’s behavior results in
unusual success or failure on some
parts of the job.
This document is the property of PHINMA EDUCATION
6
BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
7. EMPLOYMENT DECISIONS
After evaluating the performance of employees (managerial or otherwise), the management is now
able to make employment decisions. This may include the following:
1. Monetary
 These are granted to employees whose performance exceeds the minimum criteria
Rewards
or is above them.
2. Promotion  It applies to a person’s movement into a higher-paying and greater responsibilities
and a reward for excellence and ambition.
3. Transfer
 This is a person’s movement to a different job at the same or similar level of
organization’s responsibility. Transfers are made to provide the individuals
concerned with development or to get rid of a low performing employee.
4. Demotion  this is a movement from one position to another which has less pay or
responsibility attached to it. Demotion is used as a form of punishment or as a
temporary measure to keep an employee until he is offered a higher position.
8. SEPARATION
Separation is either a voluntary or involuntary termination of an employee. When made voluntarily, the
organization’s management must find out the real reason.
Involuntary separation (or termination) is the last option exercised by the management when the
performance of an employee is weak or when he/she has committed an act in violation of company
rules and regulations. This is usually done after the efforts have failed to yield positive results.
2) Activity 2: Skill-building Activities. (20 mins)
Direction: Answer the following questions below.
1. What activities are undertaken in staffing?
2. How human resource needs may be determined?
3. What are the possible sources of applicants for vacant positions in the firm?
4. What is the implication of the cost of the “wrong decision” in the selection process?
5. How may one determine the qualifications of a job candidate?
6. How may the types of tests be described?
This document is the property of PHINMA EDUCATION
7
BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
7. In induction, what activities are undertaken?
8. How may the two general types of training be described?
3) Activity 3: Check for Understanding (5 min)
Fill in the blanks
1. _________________ is the managerial function of recruitment, selection, training developing and
promotion of personnel.
2. _________________ involves attracting candidate to fill the positions in the organization structure.
3. _________________ is the process of choosing the most suitable person for the current position.
4. _________________ test is conducted to measure an applicant’s capacity and his potential for
growth.
5. _________________ is an instrument of developing the employees by increasing their skills and
improving their behavior.
6. _________________ is a movement from one position to another which has less pay or
responsibility attached to it.
7. _________________ where the trainee is placed in an actual work situation under the direction of
his immediate supervisor, who acts as trainer.
8. _________________ where standards are set for the realistic worker output and later on used in
evaluating the performance of nonmanagerial employees.
9. _________________ is the measurement of employee’s performance.
10. _________________ is a training method intended “to help individuals not only understand
themselves and others but also improve their interpersonal communication skills.”
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
FAQs
1. Why is staffing an important activity?
Staffing is important because it is the process by which you look for the people who best
match the job description of an available position in the company. Being able to hire the
right person for the job would mean being able to maximize the potential of that person in
performing his/her role in the company. Placing the wrong person in a highly specialized
position may bring untold damages to the firm.
This document is the property of PHINMA EDUCATION
8
BES 047: ENGINEERING MANAGEMENT
Module #5 Student Activity Sheet
Name: ____________________________________________________________
Section: ___________ Schedule: _______________________________________
Class number: _______
Date: _______________
2. What is the purpose of human resource planning?
Human resource planning identifies the competencies an organization needs to fulfill its
goals and acquires the appropriate people.
This document is the property of PHINMA EDUCATION
9
BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Lesson title: Communicating
Lesson Objectives: At the end of the module, the student will be
able to
1. Define communication
2. Explain the process of communication
3. Determine the forms of communication
4. Explain the techniques for communication in organization
Class number: _______
Date: _______________
Materials:
DLP, pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
Calm your mind and start learning things.
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
This lesson focuses the important of communication in organizational firm. Why is it that engineer
managers need to communicate well? What are the challenges involved in that process?
B. MAIN LESSON
1. Activity 2: Content Notes. (13 min)
Morris Philip Wolf and Shirley Kuiper described communication as “a process of sharing information
through symbols, including words and message.”
Communication may be between superior and subordinate, between peers, between a manager and a
client or customer, between an employee and a representative of the government, etc. This can be
achieved face-to-face, or through printed materials, or through an electronic device like the telephone,
etc.
In management, communication must be made for a reason and it must be used efficiently because it
has cost attached to it.
This document is the property of PHINMA EDUCATION
1
BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
FUNCTION OF COMMUNICATION
1. Information – information
provided through communication
may be used for decision-making
at various work levels in the
organization. a construction
worker, for instance, may be
given instructions on the proper
use of certain equipment.
2. Emotive function – When feelings are
repressed in the organization,
employees are affected by anxiety,
which, in turn, affects performance.
Whatever types of emotions are
involved, whether satisfaction,
dissatisfaction, happiness, or
bitterness, communication provides a
means to decrease internal pressure
affecting the individual.
3. Control function – When
properly communicated,
reports, policies, and plans
define roles;
clarify duties, authorities and
responsibilities. Effective
control is, then, facilitated
4. Motivation function –
Communication is also oftentimes
used to motivate employees to
commit themselves to the
organization’s objectives.
THE COMMUNICATION PROCESS
SENDER
develops idea
encodes
RECEIVER
then transmit
message to
then provides feedback to
This document is the property of PHINMA EDUCATION
who receives
message
decodes
accepts
or
rejects
2
BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Develop an Idea
Developing an idea is the
most significant step
toward effective
communication. It is
essential that the
concept that needs to be
communicated is useful
or of some interest.
Encode
Encoding the concept
into words, diagrams,
figures, or other
symbols suitable for
transmission.
Provide Feedback
Last step in
communication process
is for the receiver to
provide feedback to the
sender. Depending on
the perception of the
receiver, however, this is
important step may not
be made.
Use – Next is to use the
information for the
recipient. If message
provides important details
for a relevant activity, it
could be stored and
retrieved if required. If it
requires action, then he
may do so or discard it.
Depending to what the
receiver sees.
Class number: _______
Date: _______________
Transmit
The message is now
ready for transmission
using a suitable
communication channel,
such as spoken word,
body movements, the
written word, television,
radio, painting of the
artist, e-mail, etc.
Receive
Next comes the actual
reception by the intended
recipient of the message.
The requirement is that
the receiver be able to
receive at the precise
moment in which the
sender relays the
message.
Accept -Next is for
receiver to accept or reject
the message. Factors
affecting a message’s
acceptance or rejection are
as follows: not clear
message, sender has no
authority to send and the
behavioral implications for
the receiver.
Decode
Decoding means
translating the sender’s
message into a form that
has meaning for the
receiver. If the recipient
understands the language
and terms used in the
message, it will achieve a
good decoding.
FORMS OF COMMUNICATION
1. Verbal
2. Nonverbal
Verbal Communication are those transmitted through hearing or sight.
Types of Verbal Communication
1. Oral communication
 Requires listening to the sender’s words, although at times, opportunities to see the
sender’s body movements, facial expression, gestures, and eye contact. Often, it
includes feeling, smelling, tasting, and touching.
2. Written communication
 Where the sender attempts to communicate by the written word. Due to time and cost
constraints, written communication is sometimes favored over oral communication.
Nevertheless, the written communication has limitations, and some methods are revised
to overcome these.
Nonverbal Communication
Nonverbal communication is a means of transmitting message through body language, as well as using
time, space, touch, clothing, appearance, and aesthetics. Body language is composed of all sorts of
expressions, bodily movements, posture, facial expression, and mannerisms. Nonverbal
communications convey many shades of meaning and it’s to the communicator’s advantage to
understand what messages are being relayed.
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3
BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
THE BARRIERS TO COMMUNICATION
Personal barriers are obstacles to effective communication resulting from the
characteristics of a communicator as an individual, gender, age, race, socioeconomic
status, religion, education, etc.
Physical barriers refer to interferences to effective communication
BARRIERS TO
COMMUNICATION
which occur in the environment where the communication is being
conducted.
Semantics is the study of meaning as represented in symbols such as words, pictures, or
acts indicating such meaning. When the receiver has selected the incorrect meaning,
confusion occurs. The error constitutes a communication barrier. A semantic barrier can be
described as an “interference with the reception of a message that occurs when the message
is misunderstood even though it is received exactly as transmitted.”
OVERCOMING BARRIERS TO COMMUNICATION
When barriers to communication threaten effective performance, certain measures need to be instituted
to eliminate them. To eliminate to noise, selective perception, and distraction problems, it is
recommended that the following be:
1. Using feedback to make communication simpler and to increase the opportunity for meaningful
action.
2. Repeat the messages to ensure they are interpreted correctly.
3. Using multiple channels to improve the accuracy of the information.
4. Use simplified language that is easily understandable, and which eliminates the possibility of
people getting mixed-up with meanings.
5. TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS
Downward
Communication refers
H
H
Horizontal Communication
Upward
communication refers
Horizontal communication refers to
to message flows from
higher levels of authority
to lower levels.
Downward
Purpose:
Communication
1. to give instructions
2. to provide information
about policies and
procedures
3. to give feedback about
performance
4. to indoctrinate or
motivate
L
messages sent to individuals or groups
from another of the same organizational
level or position.
Purpose:
1. to coordinate activities between
departments
2. to persuade others at the same level
of organization
3. to pass on information about activities
or feelings.
Horizontal Communication
to messages from persons
in lower-level positions to
persons in higher
Upward
positions.
Communication Purpose:
1.provide information on
work progress, problems
encountered, suggestions
for improving output, and
personal feelings about
work and non-work
activities.
L
Techniques Used: memos, meetings, telephones,
picnics, dinners, and other social affairs.
This document is the property of PHINMA EDUCATION
4
BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
Techniques Used in Downward Communication
 Appropriate for complex and specific actions when directives are
necessary.
Meetings
 Provides personal interchange where orders are simple, but the results
largely depend on the morale of the employee.
Manuals
 are useful sources of company policy information, procedures, and
organizational information. Manuals are available wherever necessary.
Handbooks
 provide more specific information regarding individual worker’s duties and
privileges. It also has the advantage of being accessible whenever
necessary.
Newsletters
 provide a mixture of details relating to personal, social, and work. Articles
on new hiring, promotions, employee birthdays, questions and answers on
issues relating to the work are presented.
Techniques Used in Upward Communication
Formal Grievance
 is an employee’s formal way of raising a problem or complaint with their
Procedures
employer. Holley and Jennings describe grievance as “any employee’s
concern over a perceived violation of the labor agreement that is submitted
to the grievance procedure for eventual resolution.
Employee Attitude
 is a management tool for managers to learn about their worker’s views and
and Opinion Surveys
perspectives on company-related topics and their position within the
organization. To help management understand the organization’s various
needs from the employee’s perspective. This is achieved by filling out
questionnaires online or holding interviews.
Suggestion System
 employee suggestions are important sources of cost-saving and ideas
enhancing production. Even if most of the ideas are not practical, a clear
means of understanding them adds to the morale of employees.
Open-Door Policy.
 Provides an opportunity for management to deal with the difficulties before
they become full-blown issues.
Informal Gripe
 Could be put to good use if the management knows how to treat them.
Sessions
When workers feel free to speak and are told that they are not penalized
for doing so, then management will be spared lots of attempts to
determine the true causes of the company’s problems.
Task Force
 When a specific problem or concern occurs, a task force may be set up
and delegated to deal with the issue or problem. Since task force
membership consists of management and nonmanagement workers,
collaboration and teamwork are fostered, innovation is enhanced, and its
interpersonal skills are developed.
Exit interviews
 When workers leave a company for some reason, realizing the true reason
is to the benefit of the management. If the organization’s negative
developments are not know to management, exit interviews can provide
some of the answers.
Letters
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BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
UPWARD COMMUNICATION
CONCERNS:
1. problems and exceptions
2. suggestions for
improvement
3. performance reports
4. grievances and reports
5. financial and accounting
information
DOWNWARD COMMUNICATION
CONCERNS:
1. implementation of goals,
2.
3.
4.
5.
strategies, and objectives
job instructions and
rationale
procedures and practices
performance feedback
indoctrination
Class number: _______
Date: _______________
HORIZONTAL COMMUNICATION
CONCERNS:
1. interdepartmental
coordination
2. intradepartmental problem-
solving
3. staff advice to the
departments
MANAGEMENT INFORMATION SYSTEM
Management information systems (MIS) is described by Boone and Kurtz as “an organized method
of providing past, present, and projected information on internal operations and external
intelligence for use in decision-making.”
The MIS currently used by business organizations is composed of “written and electronically based systems
for submitting reports, memos, bulletins and the like.” The system makes various managers within the
company departments to connect with each other.
The Purposes of MIS
Wheelen and Hunger enumerate them as follows:
1. To provide a basis for the analysis of early warning signals that can originate both
externally and internally.
2. To automate routine clerical operations like payroll and inventory reports.
3. To assist managers in making routine decisions like scheduling orders, assigning orders
to machines, and reordering supplies.
4. To provide the information necessary for management to make strategies or nonprogrammed
decisions.
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BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
2) Activity 2: Skill-building Activities. (20 min)
Direction: Encircle the correct answer.
1. These are useful sources of information regarding company policy, procedures, and
organization
a. Letters
b. Manuals
c. Handbooks
d. Newsletters
2. It is the study of meaning as expressed in symbols like words, pictures or actions.
a. Semantics
b. Communication
c. Process
d. Encode
3. It means translating the message form the sender into a form that will have meaning to the
recipient.
a. accepting
b. rejecting
c. encoding
d. decoding
4. After developing an idea, it is the next step that put the idea into words, illustrations, figures or
other symbols suitable for transmission
a. accepting
b. rejecting
c. encoding
d. decoding
5. A process of sharing information through symbols, including words and message.
a. communication b. barriers
c. encoding
d. handbooks
6. Form of communication where the information is transmitted through hearing or sight.
a. Verbal
b. Nonverbal
c. Semantic
d. Letters
7. These are hindrances to effective communication arising from a communicator’s
characteristics as a person, sex, age, race, socioeconomic status, religion, education, etc.
a. Physical
b. Personal
c. Semantic
d. none of these
8. Refers to messages from persons in lower-level positions to persons in higher position
a. Downward Communication
c. Upward Communication
b. Horizontal Communication
d. None of the above
9. An organized method of providing past, present, and projected information on internal
operations and external intelligence for use in decision-making.
a. MIS
b. Verbal
c. Horizontal
d. Upward
10. Which one is not one of the purposes of horizontal communication?
a. to coordinate activities between departments
b. to provide information about policies and procedures
c. to persuade others at the same level of organization
d. to pass on information about activities or feelings
3) Activity 3: Check for Understanding (5 min)
1. What is communication? How may it be done?
2. How may communication barriers be overcome?
This document is the property of PHINMA EDUCATION
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BES 047: ENGINEERING MANAGEMENT
Module #6 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
{*Teacher directs the student to mark their place in the work tracker which is simply a visual to help
students track how much work they have accomplished and how much work there is left to do. This
tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
FAQs
1. How important is communicating as a function of engineering management?
Communicating is a vital function of the engineer manager. Organizations cannot
function properly without effective communication. If the required outputs must be
realized, communication must be managed.
2. What is meant by “noise”?
Noise refers to anything that interferes with the communication process between
a sender and receiver. It's also called interference.
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Lesson title: Motivation
Lesson Objectives: At the end of the module, the student will be
able to
1. Define motivation
2. Discuss the theory of motivations
3. Determine the factors contributing to motivation
4. Discuss some motivational techniques
Class number: _______
Date: _______________
Materials:
pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
Study for 30 minutes at a time. Our brain only effectively absorbs information from the first and last 15
minutes of “studying.”
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
This lesson teaches you about motivation and leading as a function of management. Learn about these
topics, several management theories and ways this applies to the workplace.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 min)
Motivating refers to the act of “giving reasons or incentives for employees to work to achieve
organizational goals.” Motivation, by contrast, refers to the “process of activating behavior, sustain it
and direct it towards a specific goal. This definition is useful because it specifies three stages:
activating, sustaining, and directing actions towards the achievement of objectives.
FACTORS CONTRIBUTING TO MOTIVATION
FACTORS CONRIBUTING
TO MOTIVATION
People will do their work well if
they know like they can fulfill
their needs by doing so.
Willingness
to do a job
Individuals who enjoy what they do
are highly motivated to produce the
expected performance.
Self-confidence
Needs
in carrying out
satisfaction
a task
This document is the property of PHINMA EDUCATION
When workers believe they have the
expertise and experience they need
to carry out a mission, they are more
motivated.
1
BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
THEORIES OF MOTIVATION
The following are the most influencing theories:
1.
2.
3.
4.
5.
6.
7.
8.
Maslow’s Hierarchy of Needs Theory
Alderfer’s ERG Theory
Herzberg’s two-factor theory
Expectancy theory
Equity Theory
Goal setting theory
Skinner’s Renforcement Theory
McClellands Needs Theory of Motivation
1. Maslow’s Hierarchy of Needs Theory
Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are:
physiological, security or safety, social (love or belonging), esteem, and self-actualization.
These needs are hierarchical, which means, one need will have to be satisfied first before the other
need.
Relevance of Maslow’s to
Engineering Management
Maslow’s Hierarchy of Needs Theory
Even if Maslow’s theory often
challenged, one basic assumption
can not be dismissed: a fulfilled
need no longer motivates a person.
When this is the condition in which
the subordinate is in, the manager
must recognize an unfulfilled need
and work out a scheme to inspire
the subordinate to try to satisfy the
unfulfilled need.
2.Alderfer’s ERG Theory
The ERG Theory by Clayton Alderfer is similar to Maslow’s Hierarchy of Needs Theory. However, the
ERG theory has three categories
1. Existence needs - (similar to Maslow’s basic needs).
2. Relatedness needs – pertaining to satisfactory related to others.
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
3. Growth needs – referring to self-development, creativity, growth and
competence.
3. Herzberg’s Two-Factor Theory
The two-factor theory is the one created by Frederick Hertzberg suggesting that a satisfied employee is
driven from within to work harder and that a dissatisfied employee is not self-motivated.
Herzberg identified two types of factors associated with employee satisfaction and
dissatisfaction.
JOB DISSATISFACTION
Influenced by hygiene
factors (dissatisfier)







Company Policy
Supervision
Relationship
Work Conditions
Salary
Security
Personal Life
JOB SATISFACTION
Improving the satisfier
(motivator) factors
increase job satisfaction
Improving the hygiene
factors decreases job
dissatisfaction
This document is the property of PHINMA EDUCATION
Influenced by satisfier
(motivation) factors






Achievement
Recognition
Responsibility
Work Itself
Advancement
Personal growth
3
BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
4. Expectancy Theory
Expectancy theory is a motivation model based on the assumption that a person will be working
depending on his perception of the probability that its expectation will happen.
The theory poses the idea that expectancies and valences determine motivation. Force is the strength
of person’s motivation. Expectancy is a belief in the possibility of likelihood of a specific behavioral act
(like attending training sessions) can result in a common outcome (such as promotion). Valence is the
value a person places on the expected results or rewards.
Force = Expectancy x Valence
Expectancy theory is based on the following assumptions:
1.
2.
3.
4.
A combination of forces determines behavior within the individual and in the environment.
People decide their own behavior and that of organizations.
People have different needs, different goals, and different desires.
People make choice among alternative behaviors based on how far they think a certain
behavior will result in a desired outcome.
5. Equity Theory
Equity theory refers to an individual’s subjective judgement about fairness of the reward he or she gets,
relative to the inputs (which may include factors such as effort, experience and education) in
comparison with the rewards of others
6. Goal Setting Theory
Goal setting refers to the process of “improving performance with objectives, deadlines or quality
standard.” A clear direction is provided when particular goals are assigned to individuals or groups and
which motivates them to hit those targets later on.
The goal setting model drawn by Edwin A. Locks and his associates consists of the following
components:
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Goal Content.
For content to be
adequate, goals must
be challenging,
attainable, precise and
measurable, timebound and
appropriate.
Goal Commitment.
If workers are
committed to their
goals, there is a
possibility they will be
able to reach them.
Class number: _______
Date: _______________
Work Behavior.
Goals affect behavior
in terms of direction,
effort, persistence,
and planning.
Feedback Aspects.
Provides a way for the
individuals to know how
far they have gone in
achieving goals.
7. Skinner’s Reinforcement Theory
This approach by B.F. Skinner states that individual’s behavior is a function of its consequences
Positive Reinforcements – This implies giving a positive response when an individual
shows positive and required behavior.
Negative Reinforcements – This implies rewarding an employee by removing negative
or undesirable consequences.
Punishment – It implies removing positive consequences so as to lower the probability
of repeating undesirable behavior in future.
Extinction - It implies absence of reinforcements. Lowering the probability of undesired
behavior by removing reward for that kind of behavior.
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
8. McClelland’s Needs Theory of Motivation
David C. McClelland contributed to the understanding of motivation by identifying three types of basic
motivating needs; need for power, need for affiliation, need for achievement
Need for Power have great concern with exercising influence and control
Need for Affiliation derive pleasure from being love and tend to avoid the pain of being
rejected by social group
Need fo Achievement have an intense desire for success and an equally intense fear of
failure
The Process of Motivation
TECHNIQUES OF MOTIVATION
Individuals or groups of people may be motivated to perform by the use of different techniques. These
techniques may be classified as follows:
1.
2.
3.
4.
motivation through job design
motivation through rewards
motivation through employee participation
other motivation techniques for the diverse work force
Motivation Through Job Design
A person who is assigned a job he likes will be highly motivated to perform. First requisite, however,
design jobs that meet the organization’s and people’s requirements who will take them in. Job design
can be specified as “specifying the work tasks for an individual or a group.”
Approaches in Job Design
1. Fitting People to Jobs. Routine and repetitive tasks make worker suffer from chronic
dissatisfaction.
To avoid this, the following remedies may be adapted:
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
a) Realistic job previews – where management provides honest explanations of what a
job entails.
b) Job rotation – where people are moved periodically from one specialized job to
another.
c) Limited exposure – where a worker’s exposure to a highly fragmented and tedious job
is limited.
2. Fitting Jobs to People. Instead of changing the person, management may consider changing
the job.
This may be achieved with the use of the following:
a) Job enlargement – where two or more specialized tasks in a work flow sequence is
combined into a single job.
b) Job enrichment – where efforts are made to make jobs more interesting, challenging,
and rewarding.
Motivating Through Rewards
Rewards consist of material and psychological benefits to employees for performing tasks in the
workplace. Properly administered reward systems can improve job performances and satisfaction.
Categories of Rewards
1. Extrinsic – those that refer to payoffs granted to the individual by another party.
Examples are money, employee Intrinsic benefits, promotions, recognition, status
symbols, praise, etc.
2. Intrinsic – those which are internally experienced payoffs which are self-granted.
Examples as a sense of accomplishment, self-esteem and self-actualization.
Motivation through Employee Participation
When employees participate in deciding various aspects of their jobs, the personal involvement,
oftentimes, is carried up to a point where the task is completed.
The specific activities identified where employees may participate are:
1. Setting goals
2. Making decisions
3. Solving problems
4. designing and implementing organizational changes
The more popular approaches to participation include the following:
1. quality control circles (QCC) - A method of direct employee participation is the quality
control circle. The objective of the QCC is to increase productivity and quality of output.
2. self-managed teams - When workers have reached a certain degree of discipline, they
may be ripe for forming self-managed teams. Also known as autonomous work groups or
high-performance teams, self-managed teams “take on traditional managerial tasks as
part of their normal work routine.”
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
Requisites to Successful Employee Participation Program
1. A profit sharing or gain sharing plan
2. A long-term employment relationship with good job security
3. A concerted effort to build and maintain group cohesiveness
4. Protection of the individual employee’s rights.
Other Motivation Techniques
The advent of theories on individual differences and the biological clock of human beings put
pressure on the manger to adapt other motivation techniques whenever applicable.
1. Flexible work schedules - There is an arrangement, called flextime, which allows employees
to determine their own arrival and departure times within specified limits.
2. Family support services - Employees are oftentimes burdened by family obligations like caring
for children.
3. Sabbaticals - A sabbatical leave is one given to an employee after a certain number of years of
service. The employee is allowed to go on leave for two months to one year with pay to give him
for family, recreations, and travel.
2) Activity 2: Skill-building Activities. (20 min)
Direction: Fill in the blanks
1. _____________________ refers to the act of “giving employees reasons or incentives… to work
to achieve organizational objectives.”
2. ________________________ refer to payoffs granted to the individual by another party.
3. _____________________ refers to the process of “improving performance with objectives,
deadlines or quality standard.”
4. _____________________ is a motivation model based on the assumption that an individual will
work depending on his perception of the probability on his expectations to happen.
5. _____________________ a psychologist, who theorized that human beings have five basic
needs which are physiological, security, social, esteem, and self-actualization.
6. _____________________ is one given to an employee after a certain number of years of
service.
7. _____________________ is a theory that is developed by Frederick Hertzberg indicating that a
satisfied employee is motivated from within to work harder and that a dissatisfied employee is
not self-motivated.
8. _____________________ it is the need for development, creativity and growth.
9. _____________________ where people are moved periodically from one specialized job to
another.
10. _____________________ also known as autonomous work groups or high-performance teams.
11. _____________________ states that individual’s behavior is a function of its consequences
_____________________ refers to an individual’s subjective judgement about fairness of the
reward he or she gets, relative to the inputs
12. _____________________ It implies removing positive consequences so as to lower the
probability of repeating undesirable behavior in future.
13. _____________________ an intense desire for success and an equally intense fear of failure
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BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
14. _____________________ allows employees to determine their own arrival and departure times
within specified limits.
15. ____________________ refers to the “process of activating behavior, sustain it and direct it
towards a specific goal. This definition is useful because it specifies three stages: activating,
sustaining, and directing actions towards the achievement of objectives.
3) Activity 3: Check for Understanding (5 min)
1. What factors are associated with employee satisfaction and dissatisfaction?
2. How may an individual be motivated through job design?
3. What is the difference between Maslow’s Hierarchy of Needs Theory and McClelland’s Needs
Theory of Motivation
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
{*Teacher directs the student to mark their place in the work tracker which is simply a visual to help
students track how much work they have accomplished and how much work there is left to do. This
tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
FAQs
1. Why is motivating relevant to the job of the engineer manager?
As an engineer manager, motivating is relevant because you must find ways
to motivate your employees in order to encourage productivity and
ensure job satisfaction. A manager cannot force an employee to be successful at
his job, but he can motivate him with fair treatment, proper incentives and adequate
compensation.
This document is the property of PHINMA EDUCATION
9
BES 047: ENGINEERING MANAGEMENT
Module #7 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
2. When Maslow insinuated that needs are hierarchical, what does he mean?
According to Maslow, each person had a different set of needs at the different point of time in
his life. He said that all needs of humans could be arranged in a hierarchy. Each person is said
to move through the hierarchy by fulfilling each level of needs.
This document is the property of PHINMA EDUCATION
10
BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Lesson title: Leading
Lesson Objectives: At the end of the module, the student will be
able to
1. Define leading
2. Discuss the traits of effective leaders
3. Determine the ways leader use power
Class number: _______
Date: _______________
Materials:
pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
Study for 30 minutes at a time. Our brain only effectively absorbs information from the first and last 15
minutes of “studying.”
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
This lesson teaches you about motivation and leading as a function of management. Learn about these
topics, several management theories and ways this applies to the workplace.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 min)
Leading is the management function that “influences others to engage in
the work behaviors necessary to achieve organizational goals.” The
definition indicates that a person or group of persons responsible for
managing a group must take on the role of leaders.
Leadership may be defined as ”the process of influencing and supporting
others to work enthusiastically toward achieving objectives.” Leadership is
expected of any manager in charge of
any unit or division.
In the absence of effective leadership, one can’t expect a unit or division to accomplish objective. Even
if a leader is present but he does not function properly, there can be no unit or division goals to be
expected.
Leaders are said to be able to influence others because of the power they possess. Power refers to the
ability of leader to exert force on another.
This document is the property of PHINMA EDUCATION
1
BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
LEGITIMATE POWER
A person who occupies a higher position has
legitimate power over persons in lower positions
within the organization. A supervisor, for instance,
can issue orders to the workers in his unit.
REWARD POWER
When the person has the ability to
give rewards to anybody who
follow orders or requests, he is
said to have reward power.
Rewards may be classified into
two forms: material and psychic.
BASES
OF
POWER
Material rewards refer to money or other tangible benefits
like cars, house and lot, etc. Psychic rewards consist of
recognition, praises etc
REFERENT POWER
When a person can get
compliance from another
because the latter would want to
be identified with the former, that
person is said to have referent
power.
COERCIVE POWER
When a person compels another to
comply with orders through threats
or punishment, he is said to
possess coercive power.
Punishment may take the form of
demotion, dismissal, withholding of
promotion, etc.
EXPERT POWER
Experts provide specialized
information regarding their specific
lines of expertise.
This influence, called expert power,
is possessed by people with great
skills in technology.
TRAITS OF AN EFFECTIVE LEADER
PERSONAL DRIVE. Persons with drive are those identified as willing to accept responsibility, possess
vigor, initiative, persistence, and health. Drive is a very important leadership trait because of the possibility
of failure in every attempt to achieve certain goals.
TRAITS OF AN EFFECTIVE LEADER
THE DESIRE TO LEAD. There are some persons who have all the qualifications for leadership, yet they
could not become leaders because they lack one special requirement: the desire to lead.
PERSONAL INTEGRITY. A person who is well-regarded by others as one who has integrity possesses
one trait of a leader. One who does not have personal integrity will have a hard time convincing his
subordinates the necessity of completing various tasks.
SELF-CONFIDENCE. The activity of leaders requires moves that will produce the needed outputs. The
steps of conceptualizing, organizing, and implementing will be completed if sustained efforts are made.
ANALYTICAL ABILITY. Leaders are, oftentimes, faced with difficulties that prevent the completion of
assigned tasks. A leader with sufficient skill to determine the root cause of the problem may be
This document is the property of PHINMA EDUCATION
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BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
KNOWLEDGE OF THE COMPANY, INDUSTRY OR TECHNOLOGY. A leader who is well informed
about his company, the industry where the company belongs, and the technology utilized by the industry,
will be in a better position to provide directions to his unit.
CHARISMA. When a person has sufficient personal magnetism that leads people to follow his
directives, this person is said to have charisma. This characteristic was greatly responsible for whatever
accomplishment they achieved
CREATIVITY. Ronnie Millevo defines creativity as “the ability to combine existing data, experience, and
preconditions from various sources in such a way that the results will be subjectively regarded as new,
valuable, and innovative, and as a direct solution to an identified problem situation.
FLEXIBILITY. People differ in the way they do their work. One will adapt a different method from
another person’s method. A leader, who allows this situation as long as the required outputs are
produced, is said to be flexible.
LEADERSHIP SKILL
1. Technical Skill
These are skills a leader must possess to enable him to understand and make
decisions about work processes, activities, and technology. Technical skill is
the specialized knowledge needed to perform a job.
2. Human Skill
Refers to the ability of a leader to deal with people, both inside and outside the
organization. Good leaders must know how to get along with people, motivate
them, and inspire them.
3. Conceptual Skill
These skill refer to “the ability to think in abstract term, to see how parts fit
together to form the whole.”
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BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
Ways Leaders Use Power
Leadership styles also vary according to how power is used. They are as follows:
1. Autocratic Leaders. Leaders who make decisions themselves, without consulting subordinates
are called autocratic leaders. Motivation take the forms of threats, punishment, and intimidation
of all kinds. The autocratic style is effective in emergencies and when absolute compliance is
needed. The disadvantage of autocratic leadership is that the leader “receives little, if any,
information and ideas from his people as inputs into his decision-making.”
2.
Participative Leaders. When a leader openly invites his subordinates to participate or share in
decisions, policy-making and operation methods, he is said to be a participative leader.
The advantage of participative leadership is that it generates a lot of good ideas. Another
advantage is the increased support for decisions and the reduction of the chance that they will be
unexpectedly be undermined. The disadvantage of participative leadership is that it is time
consuming and frustrating to people who prefer to see a quick decision reached.
3. Free-rein Leaders. Leaders who set objectives and allow employees or subordinates relative
freedom to do whatever it takes to accomplish these objectives, are called free-rein leaders. They
are also referred to as laissez-faire leaders. This leadership style is most applicable to certain
organizations
manned
by
professionals
like
doctors
and
engineers.
If free-rein leadership fits the situation, there is full managerial delegation resulting to optimum
utilization of time and resources. This happens because many people are motivated to full effort
only if this given this kind of free-rein. The weakness of free-rein leadership is that there is very
little managerial control and a high degree of risk. If the leader does not know well the competence
and integrity of his people and their ability to handle this kind of freedom, the result could be
disastrous.
Autocratic Leaders
Participative Leaders
Free-rein Leaders
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BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
Leaders Orientation Toward Tasks and People
1. Employee Orientation. A leader is said to be employee-oriented when he / she
considers as human beings of “ intrinsic importance and with individual and
personal need” to satisfy
2. Task Orientation. A leader is said to be task-oriented if he / she place stress on
production and technical aspects of the joband the employees are viewed as the
means of getting the work done.
Contingency Approaches to Leadership Styles
The contingency approach is “an effort to determine through research which managerial practices and
techniques are appropriate in specific situations.
Various contingency approach are Fiedler’s Contingency Model, Hersey and Blanchard’s Situational
Leadership Model, Path-Goal Model of Leadership and Vroom’s Decision Making Model.
Fiedler’s Contingency Model. According to Fred Feidler, “ leadership is effective when the leader style
is appropriate to the situation” The characteristics is determine by three principal factor.
1. The relations between leaders and followers
2. The structure of the task
3. The power inherent in leaders position
Hersey and Blanchard Situational Leadership Model. This situational model develop by Hersey and
Blanchard suggest that the most important factor affecting the selection of a leader’s style is the maturity
level of subordinate. Maturity has two components job skills and knowledge and psychological
maturity.
Various Maturity Levels of Subordinates
Style 1: Directing – is for people who lack of competence but are enthusiastic and
committed.
Style 2: Coaching – is for people who have some competence but lack of commitment.
Style 3: Supporting – is for people who have competence but lack of confidence or
motivation
Style 4: Delegating – is for people who has both competence and commitment.
Path-Goal Model of Leadership. Develop by Robert J. House and Terrence R. Mitchell, stipulates that
leadership can be effective because leaders can influence subordinate’s perceptions of their work goals,
personal goals and paths to goal attainment.
Leadership Styles that can be use by path-goal proponents are:
1. Directive Leadership – leaders focuses on clear task assignments, standards of
successful performance, and work schedule.
2. Supportive Leadership – where subordinates are treated as equal in friendly manner
while striving to improve their well-being.
3. Participative Leadership – leaders consults with subordinates to seek their suggestion
4. Achievement-Oriented Leadership – leaders set challenging goals, emphasize
excellence and seek continuous improvement while maintaining high degree that
subordinates will meet difficult challenges in a responsible manner.
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BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
Vroom’s Decision-Making Model. It is one that prescribes the proper leadership style for various
situation, focusing on the appropriate degrees of delegation of decision-making authority.
SYMBOL
DECISION-MAKING STYLE
DEGREE OF SUBORDINATE
PARTICIPATION
AUTOCRATIC LEADER
A-1
Leader solves the problem or makes the decision
himself using available information.
NONE
A-2
Leader obtains necessary information from
subordinates then decide.
LOW
CONSULTATIVE LEADERS
C-1
Leader approaches subordinates individually getting
their ideas then make decision
MODERATE
C-2
Leader shares the problem with subordinates as a
group, obtaining their collective ideas and
suggestions, then decides.
MODERATE
GROUP DIRECTED
G-2
Leader shares the problem with subordinates as a
group. Let’s the group generate and evaluate
alternative solutions, and then collectively decides.
HIGH
Vroom’s Decision-Making Model
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BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
2) Activity 2: Skill-building Activities. (20 min)
Direction: Fill in the blanks
1. _____________________ is the management function that “influences others to engage in the
work behaviors necessary to achieve organizational goals.”
2. _____________________ refers to the ability of leader to exert force on another
3. _____________________ When a leader considers as human beings of “ intrinsic importance
and with individual and personal need” to satisfy
4. _____________________ Define as ”the process of influencing and supporting others to work
enthusiastically toward achieving objectives.”
5. _____________________ When a leader openly invites his subordinates to participate or share
in decisions, policy-making and operation methods.
6. _____________________ When a person has sufficient personal magnetism that leads people
to follow his directives
7. _____________________ The ability to combine existing data, experience and preconditions
from various sources in such a way that the results will be subjectively regarded as new,
valuable, and innovative, and as a direct solution to an identified problem situation.
8. _____________________ Refers to the ability of a leader to deal with people, both inside and
outside the organization.
9. _____________________ is possessed by people with great skills in technology.
10. _____________________ leaders focuses on clear task assignments, standards of successful
performance, and work schedule
3) Activity 3: Check for Understanding (5 min)
1. What is the difference between power and authority?
2. What are the leadership styles that can be used in path-goal model of leadership?
3. Why is it important that the engineer manager have leadership skill?
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BES 047: ENGINEERING MANAGEMENT
Module # 8 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________Schedule: ______________________________________
Class number: _______
Date: _______________
C. LESSON WRAP-UP
1) Activity 6: Thinking about Learning (5 mins)
{*Teacher directs the student to mark their place in the work tracker which is simply a visual to help
students track how much work they have accomplished and how much work there is left to do. This
tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
FAQs
1. Why is motivating relevant to the job of the engineer manager?
As an engineer manager, motivating is relevant because you must find ways
to motivate your employees in order to encourage productivity and
ensure job satisfaction. A manager cannot force an employee to be successful at
his job, but he can motivate him with fair treatment, proper incentives and adequate
compensation.
2. When Maslow insinuated that needs are hierarchical, what does he mean?
According to Maslow, each person had a different set of needs at the different point of time in
his life. He said that all needs of humans could be arranged in a hierarchy. Each person is said
to move through the hierarchy by fulfilling each level of needs.
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Lesson title: Controlling
Lesson Objectives: At the end of the module, the student will be
able to
1. Define controlling
2. Explain the steps in the control process
3. Determine the types of control
Class number: _______
Date: _______________
Materials:
pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
There are distractions everywhere – from mobile phone to contacts in social media. Be mindful of what
distracts you from these distractions and learn how to get rid of them like turning off your mobile phone while
studying.
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
In this guide, we will focus on the role of controlling as a management function, and its use of various
control systems to achieve organizational objectives.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 min)
Controlling refers to the “process of ascertaining whether organizational
objectives have been achieved; if not, why not; and deciding what tasks
will then be performed to accomplish goals better in the future.”
Controlling completes the cycle of management functions.
When properly implemented, controlling will help the organization
achieve its goal in the most effective and efficient manner possible.
Deviation, mistakes, and shortcomings eventually occur. They
contribute to unnecessary expenditures when they occur in daily
operations which increase the cost of producing goods and services.
Proper control system minimizes the effects of these deviations.
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
STEPS IN THE CONTROL PROCESS
The control process consists of four steps, namely:
ESTABLISH
PERFORMANCE
OBJECTIVE AND
STANDARDS
MEASURE
ACTUAL
PERFORMANCE
DOES ACTUAL
PERFORMANCE
MATCH THE
STANDARDS?
NO
TAKE
CORRECTIVE
ACTION
YES
Do nothing
Establishing Performance Objectives and Standards
In controlling, what has to be achieved must first be determined. Examples of such objectives
and standards are as follows:
1. Sales Targets
 which are expressive in quantity or monetary terms.
2. Production Targets  which are expressive in quantity or quality.
3. Work Attendance
 which are expressive in terms of rate of absences.
4. Safety Record
 which is expressive in number of accidents for given periods.
5. Supplies Used
 which are expressed in quantity or monetary terms for given periods.
6. Bench Marking
 An approach for setting goals and productivity that measures based
on best industry practices.
Measuring Actual Performance
It is important to assess actual output such that changes are made when deficiencies occur, adjustment
could be done. The adjustments will depend on the actual findings.
The measuring tools can vary form organization to organization because each has its own special
targets.
Comparing Actual Performance to Objectives and Standards
When the real result is calculated, this will be compared with what the company is aiming to achieve.
For example, actual production output will be compared with target output; this might explain as follows:
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
A construction company has signed a deal with the government to develop a 100 kilometer road
within 10 months. Management would then be fair to predict at least 10 kilometers to be constructed
every month. As such, this has to be checked every month, or every week, if possible.
Taking Necessary Action
comparing actual results with the target outcome is intended to provide management with the chance to
take corrective actions when needed.
If in the illustration cited above, the management of the construction firm found out that only 15
kilometers were finished after two months, then, any of the following actions may be undertaken:
1. hire additional personnel;
2. use more equipment; or
3. require overtime.
①
②
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③
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
STRATEGIC
PLAN
POLICIES
AND
PROCEDURES
STATISTICAL
REPORTS
COMPONENTS
OF
ORGANIZATIONAL
CONTROL
SYSTEMS
THE
LONG-RANGE
FINANCIAL
PLAN
THE
OPERATING
BUDGET
Class number: _______
Date: _______________
1. Strategic Plan
 provides the basic control
mechanism for the
organization. When there are
indications that activities do not
facilitate the accomplishment of
strategic goals, these activities
are either set aside, modified,
or expanded. These corrective
measures are made possible
with the adoption of strategic
plans.
PERFORMANCE
APPRAISAL
2. The Long-Range
Financial Plan
 Engineering firms will require longer term financial plans. This is because of the
long lead times needed for capital projects. The financial plan recommends a
direction for financial activities. If the goal does not appear to be where the firm
is headed, the control mechanism should be made to work.
3. The Operating
Budget
 indicates the expenditures, revenues, or profits planned for some future period
regarding operations. The figures appearing in the budget are used as standard
measurements for performance.
4. Performance
Appraisal
 measures employee performance. As such, it provides employees with a guide
on how to do their jobs better in the future. Performance appraisals also function
as effective checks on new policies and programs.
5. Statistical Reports
 pertain to those that contain data on various developments within the firm.
Among the information which may be found in a statistical report pertains to the
following: labor efficiency rates, quality control rejects, accounts receivable,
accounts payable, sales reports, accident reports and power consumption report
6. Policies and
Procedures
 Policies refer to “the framework within which the objectives must be pursued.” A
procedure is “a plan that describes the exact series of actions to be taken in a given
situation.”
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
STRATEGIC CONTROL SYSTEMS
To be able to assure the accomplishment of the strategic objectives of the company, strategic
control systems become necessary. These systems consist of the following:
1. Financial Analysis
 refers to an assessment of the viability, stability, and profitability of a business, subbusiness, or project. It is performed by professionals who prepare reports using ratios and
other techniques, that make use of information taken from financial statements and other
reports.
2. Financial Ratio Analysis
 is the process of calculating financial ratios, which are mathematical indicators calculated by
comparing key financial information appearing in financial statements of a business, and
analyzing those to find out reasons behind the business’s current financial position and its
recent financial performance, and develop expectation about its future outlook.
Financial ratios may be categorized into the following types:
Financial Ratio
Analysis
Liquidity
assess the ability
of a company to
meet its current
obligations.
Efficiency
shows how
effectively certain
assets or
liabilities are
being used in the
production of
goods and
services.
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Financial
Leverage
- designed to
assess the
balance of
financing
obtained through
debt and equity
sources.
Profitability
measure how
much operating
income or net
income a
company is able
to generate in
relation to its
assets, owner’s
equity, and sales.
5
BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
Indicators of Liquidity
1. Current ratio – this shows the extent to which
Efficiency Ratios:
1. Inventory turnover ratio – this ratio measures the
current assets of the company can cover its current
liabilities.
number of times an inventory is turned over (or sold) each
year.
Current ratio =
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑎𝑠𝑠𝑒𝑡𝑠
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠
2. Acid-test ratio – this is a measure of the firm’s
ability to payoff short-term obligations with the use of
current assets and without relying on sale of inventories.
Acid-test ratio = 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑎𝑠𝑠𝑒𝑡𝑠 −
𝑖𝑛𝑣𝑒𝑛𝑡𝑜𝑟𝑖𝑒𝑠
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠
Financial Leverage Ratio:
1. Debt to total assets ratio – this ratio shows how
much of the firm’s assets are financed by debt.
𝑡𝑜𝑡𝑎𝑙 𝑑𝑒𝑏𝑡
Debt to total assets ratio =
𝑡𝑜𝑡𝑎𝑙 𝑎𝑠𝑠𝑒𝑡𝑠
2. Times interest earned ratio – this ratio
measures the number of times that earnings before
interest and taxes cover or exceed the company’s interest
expense.
Time interest 𝑝𝑟𝑜𝑓𝑖𝑡 𝑏𝑒𝑓𝑜𝑟𝑒 𝑡𝑎𝑥 + 𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑒𝑥𝑝𝑒𝑛𝑠𝑒
earned ratio = 1. liquidity𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑒𝑥𝑝𝑒𝑛𝑠𝑒
2. efficiency
3. financial leverage
Inventory turnover ratio =
𝑐𝑜𝑠𝑡 𝑜𝑓 𝑔𝑜𝑜𝑑𝑠 𝑠𝑜𝑙𝑑
𝑖𝑛𝑣𝑒𝑛𝑡𝑜𝑡𝑦
2. Fixed asset turnover – this ratio is used to
measure utilization of the company’ investment in its fixed
assets, such as its plant and equipment.
Fixed asset turnover
=
𝑛𝑒𝑡 𝑠𝑎𝑙𝑒𝑠
𝑛𝑒𝑡 𝑓𝑖𝑥𝑒𝑑 𝑎𝑠𝑠𝑒𝑡𝑠
Profitability Ratios:
1. Profit margin ratio – this ratio compares the net
profit to the level of sales.
Profit margin ratio
=
𝑛𝑒𝑡 𝑝𝑟𝑜𝑓𝑖𝑡
𝑛𝑒𝑡 𝑠𝑎𝑙𝑒𝑠
2. Return on assets ratio – shows how much
income the company produces for every peso invested in
assets.
𝑛𝑒𝑡 𝑖𝑛𝑐𝑜𝑚𝑒
Return on assets ratio =
𝑎𝑠𝑠𝑒𝑡𝑠
3. Return on equity ratio – measures the returns
on the owner’s investment.
Return on equity ratio =
𝑛𝑒𝑡 𝑖𝑛𝑐𝑜𝑚𝑒
𝑒𝑞𝑢𝑖𝑡𝑦
IDENTIFYING CONTROL PROBLEMS
Recognizing the need for control is one thing, actually implementing it is another. When
operations become complex, the manager must consider useful steps in controlling. Kreitner
mentions three approaches:
1. Executive reality check – top managers periodically working at lower-level jobs to become more
aware of operations.
2. Comprehensive internal audit – is one undertaken to determine the efficiency and effectivity of
the activities of an organization. It aims to detect dysfunctions in the organization
before they bring bigger troubles to management.
3. General checklist of symptoms of inadequate control
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
Symptoms of Inadequate Control
If a comprehensive internal audit cannot be availed of for some reason, the use of a checklist for
symptoms of inadequate control maybe used.
Kreitner has listed some of the common symptoms as follows:
1.
2.
3.
4.
5.
6.
7.
8.
An unexplained decline in revenues and profits.
A degradation of service (customer complaints)
Employee dissatisfaction (complaints, grievances, turnover).
Cash shortages caused by bloated inventories or delinquent accounts receivables.
Idle facilities or personnel.
Disorganized operations (work flow bottlenecks, excessive paperwork).
Excessive costs.
Evidences of waste and inefficiency (scrap, rework)
It must be noted that behind every symptom is a problem waiting to be solved unless this
problem is clearly identified; no effective solution may be derived. Nevertheless, problems are
easily recognized if adequate control measures are in place.
2) Activity 2: Skill-building Activities. (20 min)
1. Differentiate the three types of control.
2. How do strategic plans provide a basis for control?
3. When the engineer manager reviews the financial statement of the company under his
supervision, what benefits does he derive?
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
3) Activity 3: Check for Understanding (5 min)
1. List down the components of organizational control systems.
2. List down the steps of control process.
3. List down the types of controls.
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins)
{*Teacher directs the student to mark their place in the work tracker which is simply a visual to help
students track how much work they have accomplished and how much work there is left to do. This
tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
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BES 047: ENGINEERING MANAGEMENT
Module #9 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
FAQs
1. Why is controlling a very important management function?
Controlling helps managers monitor the effectiveness of their planning, organizing, and leading
activities. Controlling determines what is being accomplished — that is, evaluating the
performance and, if necessary, taking corrective measures so that the performance takes place
according to plans. Controlling can also be viewed as detecting and correcting significant
variations in the results obtained from planned activities.
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BES 047: ENGINEERING MANAGEMENT
Module #10 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Lesson title: Managing Production and Service operations
Lesson Objectives: At the end of the module, the student will be
able to
1. Define operation.
2. Define operations management.
3. Discuss the types of transformation process
Class number: _______
Date: _______________
Materials:
DLP, pen
References:
Engineering Management by
Roberto Medina
Engineering Management by A.K.
Gupta
Productivity Tip:
Practice active listening by focusing on what is being said and writing down notes in your own words. It will
help ensure that you hear what is taught in the classroom.
A. LESSON PREVIEW/REVIEW
1) Introduction. (2 min)
This guide introduces and define operations management. We will examine how operations
management helps a firm achieve its company’s goals by managing operational aspects.
B. MAIN LESSON
1) Activity 1: Content Notes. (13 min)
Organizations are primarily designed for the production of goods or services. Where those
organizations need to survive and expand, the task of the operation function must be carried out in the
most economical way. Since most companies are expected to make money, any operation, including
that of operations must be managed to contribute to the achievement of those goals.
Operations refer to “any process that accepts inputs and makes use of resources to alter those inputs
to useful forms. Land, labor, capital and entrepreneurship are inputs. The processed inputs are
converted into final products or services by operation.
Examples of final goods and services are as follows:
1. Industrial chemicals such as methylene chloride, borax powder, hydrochloric acid, etc., are
manufactured by chemical manufacturers.
2. Services such as the construction of ports, high elevation building, roads, bridges, etc. which
are manufactured by construction firms.
3. Electrical devices such as transformers, disconnectors, switch gears, power condensers, etc.,
which are rendered by electrical manufacturing companies.
4. Electronic devices such as oscilloscope, microwave test systems, transistors, cable testers, etc.,
produced by manufacturing electronics firms;
5. Mechanical machines, such as forklifts, trucks, loaders, etc., rendered by manufacturing firms;
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BES 047: ENGINEERING MANAGEMENT
Module #10 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
6. Consultancy companies in infrastructure, such as construction management and supervision,
project management services, and so on, developed by engineering consultancy firms.
The Production Process
INPUTS
TRANSFORMATION
PROCESS
OUTPUTS
LAND
LABOR
CAPITAL
ENTREPERENEURSHIP
EQUIPMENT
PROCEDURES
TECHNOLOGY
PRODUCTS
SERVICES
An operation is an activity which has to be handled by qualified individuals. Aldag and Stearns
accurately described operation management as “the planning, organizing and controlling operations
to efficiently and effectively meeting the goals.
Efficiency is linked to “the cost of doing something, or the use of the resources involved.” Person
carries out a job at a lower cost than when another person does the same job, he or she is more
efficient than the other guy.
Effectiveness refers to attainments of the target. If one can hit his targets, say producing 5,000 units in
a month, he’s said to be effective.
Operation management must be carried out in coordination with other tasks such as those for
marketing and finance services. Though the basic activities of the division of company’s operations
slightly different from each other, the basic purpose remains the same, i.e., producing products or
services.
The manager is supposed to achieve a certain production at whatever level he is in management. If he
is appointed as manufacturing engineer, his role is to decide and define the manufacturing
equipment, tools and processes needed to turn desired product design into reality in an efficient way.
The engineer responsible for the operations at a construction company is responsible for the actual
building or whatever bridge or road his company has agreed to build. He has to do something using the
lowest-cost and simplest methods.
The engineer who is assigned as operations manager is one with several years of experience in the
field of division operations and has academic background in engineering.
TYPES OF TRANSFORMATION PROCESSSES
1. Manufacturing Processes – are those related to the manufacture of products by hand or with
machinery.
2. Service Processes – are those relating to the provision of services to people by hand or with
machine.
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BES 047: ENGINEERING MANAGEMENT
Module #10 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
MANUFACTUCTURING PROCESSES
①
Class number: _______
Date: _______________
Job Shop
is one whose production is “dependent on sales and orders for a number of small lots.” Job
shops are very useful components of the overall manufacturing effort, because they
manufacture products in small lots that are needed by other companies but cannot be
manufactured economically. Produced custom products. Small-sized operation.
Batch Flow
is where they produce tons of owned designed products.
Characterized by the following:
1. Flexibility to generate either small or high quantities
2. Not all of the procedures are carried out on all items.
3. The types of equipment used are mostly intended for general use.
4. A layout of the process is used.
5. The operation is labor intensive, but less machine idleness.
6. Project scale is medium
Examples of factories using batch flow: wineries, scrap-metal reduction plant and
road repair contractors.
②
③
Worker-paced
Line Flow
④
Machine-paced
Line Flow
⑤
Continuous Flow
⑥
Batch /
Continuous
Flow Hybrid
An assembly line refers to a layout of production arranged in a series to handle large
quantities of standardized products or services being processed. The quality and quantity
of the production in a worker-paced assembly line largely depends on the skills used for
the labor. Examples are Jollibee, McDonalds and Shakeys.
Characterized by the following:
1. The produced products are largely standardized.
2. There is a clear pattern process.
3. Uses specialized equipment.
4. Project size is variable.
5. The layout type used is the line flow.
6. Labor appears to be a major cost item.
This kind of production process generates mostly standard output products with
machines which play an important role.
Some features are:
1. Clear and rigid pattern process
2. Uses specialized equipment type
3. The layout type used is the line flow.
4. Capital equipment is a more expensive item than labor.
5. Large operation
6. Machine-paced process
Example of machine-paced line flow are automobile manufacturers such as General Motors and
Ford Motors.
Continuous flow processing is characterized by “the rapid pace at which object
pass through the system.” This processing method is very suitable for the
manufacture of highly standardized products such as calculators, typewriters, cars,
Televisions, cellphones, etc.
Some features are:
1. Manufacturing is economical in size, resulting in low cost of production per
unit.
2. Very rigid and clear process.
3. Uses specialized equipment
4. Highly-capital intensive operations
5. Large operation
6. Fast processing
.
This manufacturing approach is a combination of the batch and the continuous
flow. There are two distinct formats, one for batch and one for the continuous flow.
The usual operating size is also very large offering scale economies opportunities.
Example of manufacturers using batch/continuous flow hybrid are breweries,
gelatin producers, and tobacco manufacturers.
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BES 047: ENGINEERING MANAGEMENT
Module #10 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
SERVICE PROCESSES
①
Service
Factory
②
Service
Shop
③
Mass
Service
④
Professional
Service
A service factory provides a limited mix of services that lead to some operational
economies of scale. It also helps the company to compete on the price and speed of the
service being produced. The process layout is rigid pattern of line flow processing.
Examples of service factories are Jollibee and McDonald.
A service shop offers a diverse combination of services. The style used is for job shops or
fixed positions, which can be tailored to specific requirements. Some services offered in
service shop are car engine tune-up, wheel balancing, wheel alignment, change oil, etc.
A mass service company offers simultaneous services to a wide number of individuals.
Therefor a specific processing method is required to fulfill this requirement. Mass service
companies offer a limited mix of services to serve other customers. Usually the process
layout used is set where customers move through the layout.
Those are companies which provide other firms or individuals with specialized services.
Professional service firms provide a diverse variety of services. Similar to the service
factory and service shop, there is less use of capital equipment. The process is same
with the job design.
IMPORTANT PARTS OF PRODUCTIVE SYSTEMS
Productive systems consist of six important activities as follows:
Production Planning and Scheduling
Product Design
 refers to the process of
generating a set of product
specifications suitable of
the needs of the situation.
 Production planning can be described as “predicting the future sales of a
given product, translating that prediction into the demand it creates for
different production facilities and arranging for the procurement of such
facilities.”
 Scheduling is the “step of production control involved in the creation of
timetables that determine the length of time each operation takes in the
production process.
Purchasing and Materials Management
Inventory Control
 is the process of creating
and sustaining sufficient
level of reserve stocks of
goods.
 Companies need to buy the supplies and materials needed for the various
production activities. The management of purchasing and materials must be
carried out with high degree of effectiveness especially in high volume
manufacturing firms.
 Materials management refers to “the approach which seeks operational
efficiency by integrating all of the company’s material acquisition, movement,
and storage activities.”
Work-flow Layout
 is the process of deciding the
production system’s physical
arrangement. In the course
of transformation, the work
flow may be done either
haphazardly or orderly.
Quality Control
 Quality control refers to the testing of products or services against standards
set by the firm. Management maintains certain standard requirements which
facilitate production and customer service.
 Bad quality control breeds concerns form consumers, returned products, costly
litigation and large advertising investment.
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BES 047: ENGINEERING MANAGEMENT
Module #10 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
2) Activity 2: Skill-building Activities. (20 min)
Direction: Fill in the blanks.
_______________________ 1.
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
Any process that accepts inputs and uses resources to
change those inputs into useful ways.
2.
Inputs > Transformation Process > Outputs
3.
The process of planning, organizing and controlling
operations to reach objectives efficiently and effectively.
4.
Related to the cost of doing something, or the resource
utilization involved.
5.
Are those that refer to the making of products by hand or with
machinery
6.
Characterized by the rapid rate at which items move through
the system.
7.
His function is to determine and define the equipment, tools
and processes required to convert the design of the desired
product into reality in an efficient manner.
8.
Are those that refer to the provision of services to persons by
hand or with machinery
9.
Refers to the goal accomplishment.
10. Refers to the process creating a set of product specifications
appropriate to the demands of situation
3) Activity 3: Check for Understanding (5 min)
1. List down the important parts of productive system
2. List down the service processes.
3. List down the manufacturing processes.
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BES 047: ENGINEERING MANAGEMENT
Module #10 Student Activity Sheet
Name: ____________________________________________________________
Section: ____________ Schedule: ______________________________________
Class number: _______
Date: _______________
C. LESSON WRAP-UP
1) Activity 4: Thinking about Learning (5 mins) {*Teacher directs the student to mark their place in the
work tracker which is simply a visual to help students track how much work they have accomplished
and how much work there is left to do. This tracker will be part of the student activity sheet}
You are done with the session! Let’s track your progress
Period 1
0
Period 2
1
2
3
4
5
6
Period 3
7
8
9
10
11
12
13
{**To develop habits on thinking about learning, teacher writes a question or two that may ask students
about their learning experience, if they met the learning target, what they found difficult / easy about the
topic or experience, what strategies worked for them or not, etc.}
FAQs
1. Why is operations management an important activity? Who is suited to become operations
manager?
The manager is supposed to achieve a certain production at whatever level he is in
management. If he is appointed as manufacturing engineer, his role is to decide and
define the manufacturing equipment, tools and processes needed to turn desired
product design into reality in an efficient way. The engineer who is assigned as
operations manager is one with several years of experience in the field of division
operations and has academic background in engineering.
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