ENGINEERING

MANAGEMENT
OBJECTIVES

1 2 3 4 5
Define the term Explain the managerial Identify and summarize Identify the eight basic Explain the Wilson’s
management. significance of the five major sources of managerial functions. three managerial skills.
terms Effectiveness and change for today’s
Efficiency. manager.
 W H AT I S
MANAGEMENT?

M A N AG E M E N T I S T H E
P R O C E S S O F WO R K I N G W I T H
OT H E R S TO A C H I E V E
O R G A N I Z AT I O N A L
OBJECTIVES IN A CHANGING
E N V I R O N M E N T. ( K R E I T N E R ,
2009)
ENGINEERING MANAGEMENT

Direct supervision of engineers or of Or, application of quantifiable methods and

engineering functions techniques to practice of management
 W H AT I S
ENGINEERING
MANAGEMENT?
MANAGEMENT IS THE PRO
Engineering Managers are distinguished from
other managers because they possess both the
ability to apply engineering principles and skill
in organizing and directing people and projects.
(Babcock-Prentice Hall, 2006)
O F WO R K I N G W I T H OT H E R S TO
A C H I E V E O R G A N I Z AT I O N A L
OBJECTIVES IN A CHANGING
E N V I R O N M E N T. ( K R E I T 2 0 0 9 )
 Effectiveness - a central element in
the process of management that
BALANCING entails achieving a stated
organizational objective.
EFFECTIVENESS
AND Efficiency - a central element in the
EFFICIENCY process of management that balances
the amount of resources used to
achieve an objective against what was
actually accomplished.
BALANCING EFFECTIVENESS AND
EFFICIENCY
Too much emphasis on Effectiveness…
Effectiveness – the job gets done but…
Efficiency – limited resources are wasted.
Too much emphasis on Efficiency…
Effectiveness – the job does not get done but…
Efficiency – available resources are underutilized.
Balanced emphasis on Effectiveness and Efficiency

Effectiveness – the job gets done and…

Efficiency – limited resources are not wasted.
 ON POINT

A manager is effective if he
or she reaches a stated
objective and efficient if
limited resources are not
wasted in the process.
 COPING WITH • Globalization
A CHANGING • Evolution of product quality
ENVIRONMENT • Environmentalism
(SOURCES OF • Ethical reawakening
CHANGE) • E- business on the Internet
 Globalization - increased global commerce; controversy over
offshoring of jobs to low-wage countries; greater need for
global managers who can work effectively across cultures.
(offshoring: controversial practice of sending jobs to low-wage countries)
Evolution of Product Quality - moving away from fix-it-in and
inspect-it-in approaches; moving toward build-it-in and design-
it-in approaches; emphasis on continuous improvement.
COPING WITH
A CHANGING • The fix-it-in approach to quality - Rework any defective products
ENVIRONMENT identified by quality inspectors at the end of the production process.
(SOURCES OF • The inspect-it-in approach to quality - Have quality inspectors sample
CHANGE) work in process and prescribe machine adjustments to avoid substandard
output.
• The build-it-in approach to quality - Make everyone who touches the
product responsible for spotting and correcting defects. The emphasis is
on identifying and eliminating causes of quality problems.
• The design-it-in approach to quality - Intense customer and employee
involvement drives the entire design-production cycle. The emphasis is on
continuous improvement of personnel, processes, and product.
 Environmentalism - greater emphasis on making money without
destroying the natural environment; many profit opportunities
in cleaning up the environment.
• Terms such as industrial ecology, sustainable business, and eco-efficiency are
heard today under the general umbrella of sustainable development.
COPING WITH
A CHANGING • Ethical reawakening – the public’s low opinion of managers’
ENVIRONMENT ethical conduct is spurring renewed emphasis on honesty and
(SOURCES OF ethical behavior. Managers are under strong pressure from the public,
CHANGE)
elected officials, and respected managers to behave better.
e-business on the Internet - thanks to the Internet and the Web,
e-commerce—buying and selling things over the Web—has
evolved into e-business—using the Web to run the entire
business.
THE TWENTY-FIRST-CENTURY MANAGER:
TEN MAJOR CHANGES
MOVING AWAY FROM MOVING TOWARD
Administrative role Boss/superior/leader Team member/facilitator/teacher/
sponsor/advocate/coach

Cultural orientation Monocultural/monolingual Multicultural/multilingual

Quality/ethics/environmental Afterthought (or no thought) Forethought (unifying themes)
impacts
Power bases Formal authority; rewards and Knowledge; relationships; rewards
punishments
Primary organizational unit Individual Team
Interpersonal dealings Competition; win-lose Cooperation; win-win
Learning Periodic (preparatory; curriculum- Continuous (lifelong; learner-
driven) driven)
Problems Threats to be avoided Opportunities for learning and
continuous
improvement
Change and conflict Resist/react/avoid Anticipate/seek/channel
Information Restrict access/hoard Increase access/share
WHAT DO MANAGERS
DO?
managerial functions - general
administrative duties that need to be
carried out in virtually all productive
organizations to achieve desired
outcomes.
managerial skills - specific observable
behaviour's that effective managers
exhibit.
PLANNING - Commonly referred to as the primary
management function, planning is the formulation of future
courses of action. Plans and the objectives on which they are
based give purpose and direction to the organization, its subunits,
and contributing individuals.

DECISION MAKING - Managers choose among alternative

courses of action when they make decisions. Making intelligent

MANAGERIAL
and ethical decisions in today’s complex world is a major
management challenge.

ORGANIZING - Structural considerations such as the chain of

command, division of labor, and assignment of responsibility are
part of the organizing function. Careful organizing helps ensure
FUNCTIONS
the efficient use of human resources.

STAFFING - Organizations are only as good as the people in

them. Staffing consists of recruiting, training, and developing
people who can contribute to the organized effort.
COMMUNICATING - Today’s managers are responsible for
communicating to their employees the technical knowledge,
instructions, rules, and information required to get the job done.
Recognizing that communication is a two-way process, managers
should be responsive to feedback and upward communications.

MOTIVATING - An important aspect of management today is

motivating individuals to pursue collective objectives by satisfying
needs and meeting expectations with meaningful work and valued

MANAGERIAL
rewards. Flexible work schedules can be motivational for today’s
busy employees.

LEADING - Managers become inspiring leaders by serving as

role models and adapting their management style to the demands
FUNCTIONS
of the situation.The idea of visionary leadership is popular today.

CONTROLLING - When managers compare desired results

with actual results and take the necessary corrective action, they
are keeping things on track through the control function.
Deviations from past plans should be considered when
formulating new plans.
HOW DO
MANAGERS LEARN
TO MANAGE?
Honeywell researchers found that
managers learned 50 percent of what
they know about managing from job
assignments (“the school of hard
knocks”). The remaining 50 percent of
their management knowledge came
from relationships (30 percent) and
formal training and education (20
percent). A good foundation in
management theory can give
management students a running start
and help them avoid foolish mistakes.
 • Small businesses (independently owned and managed profit-seeking
companies with fewer than 100 employees) are central to a healthy
economy. Contrary to conventional wisdom, 80 percent of new
businesses do not fail within five years. In fact, one large study found only
an 18 percent failure rate during the first eight years. The belief that small
businesses create only low-wage jobs also has been shown to be a myth.
• Five career opportunities in the small-business sector are:
SMALL (1) becoming an independent contractor/consultant;

BUSINESSES (2) going to work for a small business;

(3) joining or buying your family’s business;
(4) buying a franchise; and
(5) starting your own business.
Compared with general administrators, entrepreneurs tend to be high
achievers who are more future-oriented, externally focused, ready to take
risks, and comfortable with ambiguity.
FOR NEXT
MEETING!
C A S E S T U DY 1