4/1/2010

ECV 3001 Engineers and Society Chapter Outline

Engineers and Management • Engineer as Managers

• Management Function
Prof. Norman Mariun
PhD PEng
PhD, PEng, MIEM
MIEM, SMIEEE (USA) • Corporate Practices
Dept of Electrical and Electronics Engineering • Decision Making
Faculty of Engineering, UPM
norman@eng.upm.edu.my, mariunn@ieee.org,
tpgp@rmc.upm.edu.my; drnorman57@yahoo.com
019 3003786
03 89471245 (sec: Ms Zaihan)

“Engineering is, by far, the most important

profession on Earth, if only because it is the only
profession capable of facilitating humanity’s
Engineers as Managers continual presence on Earth. The sooner
g
engineers and their technical brethren are capable
p
of assuming leadership positions in society, the
better off we all shall be.”
- John Philip Bachner

10 September 2007
8.30-9.00pm

Traditional Career Model

Sr. Which Career Path Should I Follow?
Mgt.

Middle
Management

1st Line Management

Technical
Staff Engineering Other
10 September 2007 10 September 2007
8.30-9.00pm Management
8.30-9.00pm
The Career “Pyramid”

1
 4/1/2010

Each Organization Selects Its

Setting the Course….. Engineering Managers Based on
From Engineer to a Complex Set of Factors
Engineering Manager Business
Competence

Capability
Relationships

Do not be too timid and

squeamish about your actions.
All life is an experiment. The
more experiments you make
the better.

–Ralph Waldo Leadership

Seniority or
Experience
Emerson
10 September 2007 10 September 2007
Each organization has its
8.30-9.00pm own unique equation …8.30-9.00pm
that
Technical
may change over time Competence
7 8

Challenges to Becoming a Management Levels & Skills Mix

Successful Engineering Manager

¾Technical Competence 3rd Level Administrativ

(Senior Managers) e
¾Communications and

¾Business Skills 2nd Level Interpersonal

Conceptual
(Middle Skills
¾M
¾Management
t Skill
Skills Managers))
M Skills

™Motivation 1st Level Technical

(Supervisor Skills
™Performance Evaluation s)

¾People (or Interpersonal) Skills – A Special

Challenge ¾As organizations evolve to reflect their business
10 September 2007 10-- September
environment the skills mix2007
is also changing for the
organization’s managers
8.30-9.00pm 8.30-9.00pm
9 10

Cornerstones to Developing Managers Engineering Professional

Development Junior Management
Opportunity • Typical Job titles: Junior and Graduate Engineer
• Responsibilities – taking key roles in teams as individuals;
working under direction; obtaining experience & professional
training.
• Development Strategy
Mgmt
g ¾ Career Development Counselling
¾ Structured Training Programme
S
Career Path
¾ Job Rotation for varied experience / Employee Exchange programmes
¾ Voluntary Work
¾ Seek Mentors
¾ Exposure to Engineering Challenges
Sponsor ¾ Seminars & Site Visits
Preparation
(Mentor) ¾ Competitions
10 September 2007 10 September 2007
¾ Empowerment
¾ Self Assessment & Continuous Improvement
The secret of success is8.30-9.00pm
for a man to be ready for his opportunity when it com 8.30-9.00pm
-Benjamin Disreali, British Novelist and Debater (1804-188
11

2
 4/1/2010

Engineering Management:
Engineering Professional An Organizational Development
Development Executive Management Approach Executives
Managers
Strategic Vision
¾ Typical Job titles: CEO, Senior Partner, Managing Director Supervisors Innovative Thinking
External Awareness
¾ Responsibilities – strategic mngt of organisations, achievement Situational Leadership Program Development
Organizational
of annual organisational plan, responsible for training Team Leader Planning & Evaluation
Demonstrate Core Representation &
&development Project Leader Values Model/Reinforce Core Liaison
Values
¾ Development Strategy POA&Ms Managing Diverse
Workforce
Directorate Head
Resource Management (Senior Mgr)
Project Tracking
• Short Management Training Courses: Corporate Mngt,
Mngt Business Dev
Dev. Coaching/Counseling Technology
• Keeping abreast with innovations: Eng Journals, Mngt Publications etc. Resource Expenditures
Management
Conflict Management
• Membership of Specific Interest Groups Customer Orientation
Process Oversight
Change Management
• Advance Financial & Management Training Quality Focus Management
• Partnering & Benchmarking Consensus
Team Building
Mentoring Knowledge
• Exposure to Engineering Challenges Myers-Briggs Analysis
Influencing/Negotiating
Presentation/ Marketing
o Seminars & Site Visits Human Resources Skills and
o Networking10 September 2007 10 SeptemberRisk2007
Mgmt
Management
• Mentoring Branch Head (Middle
• Continuous Assessment & Development
8.30-9.00pm Mgr) 8.30-9.00pm
Division Head (Senior
Mgr)
Skills
Asst. Program Mgr
Program Manager
14

First Things First: “Manage” Yourself

“Extra-curricular” Preparation (Part 1)
¾ Know Your Personality
9 Personality/Behavior Tests ¾ Look for and take advantage of opportunities to get involved with
corporate or organization-level teams/projects - get exposure at the
corporate-level
¾ Work Within Yourself ™ There’s more than just the focused technical area you work in!
9 Know Your Constraints and Limitations
9 Don’t Become Something You’re Not!

¾ Take Care of Yourself Physically and Mentally

Look at organization’s internal website or other sources of corporate
9 “Management” Will Require Much of Your Energy information, policies and strategic planning – “good stuff” from an
9 Strive for Balance - Don’t Become a Workaholic! organizational perspective – get familiar with how your organization
does business (e.g., budget development, marketing, etc.) and strategic
10 September 2007 10 Septemberplanning2007

Manage Yourself before Managing Others

8.30-9.00pm 8.30-9.00pm
15 16

Key Focus Areas

“Extra-curricular” Preparation (Part 2)
¾ Continuously improve your Communication skills – written
and oral
¾ Professional Society involvement – good for exposure – ™ New Focus Area: International Communications
become an “active” member not just an attendee – offers
great early “management” opportunities
¾ Negotiating – key skill to your future success
™ Understand that there is a “political landscape”
¾ Make the investment in yourself (time and $$$) – not
everything will be provided to you – you must take the
¾ Financial Management/Budget Development – general
initiative – treat yourself as a small business (YOU, Inc.)
theory and your organization’s accounting and budgeting
10 September 2007 practices 10 September 2007
8.30-9.00pm 8.30-9.00pm
17 18

3
 4/1/2010

Pathways to Development Important points

¾ “Soft skills” will play a significant part in
¾ On the job experience
successfully transitioning from Engineer to
¾ Engineering Management degree programs at the Manager
University Graduate level
¾ Engineering Management courses at the Your technical education is extremely important, and you
University Undergraduate or Graduate level (non-
(non need to keep at it on a lifelong basis.
basis But lifelong learning
degree programs) applies to more than technical issues. To become a
¾ “Piecemeal” Approach – Education (formal or leader, you also need to develop “people skills”; the
informal) focused on specific knowledge areas ability to relate well to other people, and especially to
communicate effectively, in writing and orally. Learn
(for example: Financial, Communications, or
teambuilding skills, be ethical, and become involved in
Negotiating skills as well as numerous others) community and/or professional2007
organization.
10 September 2007 10 September
¾ Certification Programs
8.30-9.00pm 8.30-9.00pm
19 20

Important points

¾ A strong desire to want to continue to develop yourself

Some advice from
AND more importantly a desire to develop others
¾ Become a Decision Maker – Managers have to make the senior engineering
“T
“Tough
h Choices”
Ch i ”
¾ Take Charge: Initiate development of your Personal leaders and managers
Strategic Plan for You, Inc.!

10 September 2007 10 September 2007

8.30-9.00pm 8.30-9.00pm
21 22

“If you want to be a leader, be

• “Learn to relate to other people. Learn people skills.”
prepared to spend half of your time
in ‘business’ functions; training and • “While in college, take part in some things other than
refining your talents, scheduling, academics. Never turn down an opportunity to lead.”

communication and selling.

communication, selling Being a • “Pursue a broad curriculum
curriculum. Stay involved in student
leader is more a perspective than a activities and organizations.”
position. Leaders are those who see • “Learn how to communicate well, both in writing and
the problems…and are busy solving orally.”
them.”
10 September 2007 10 September 2007
8.30-9.00pm 8.30-9.00pm
23 24

4
 4/1/2010

“The profession continues to evolve as

technology develops (computers). Things
have to be done faster, cheaper, and better
than in the past. Clients expect that technical
skills are a g
given in the business. Clients now
look for partnering skills for help with liability,
legal, regulators, and the public. To be the
trusted advisor is to meet the client's needs.”
“Start early by getting involved in
activities beyond class work. Volunteer
to serve on a committee. The
experience in organizing and
developing action plans is as good as
class work.”

10 September 2007 10 September 2007

8.30-9.00pm 8.30-9.00pm
25 26

“Communications and people skills are as “Listen to and respect the people you work with,
important as, if not more important than technical communicate clearly, and build team
competency.” participation.”

“Engineering students should learn the key “Students should understand that engineering is a
elements
l t off leadership:
l d hi creating ti a vision
i i and
d people business. Even if you are very good
communicating it, and developing and empowering technically, your career path will be severely
a team. Practice leadership skills through limited if you cannot work with, communicate with,
extracurricular activities. motivate, and lead people.”

10 September 2007 10 September 2007

8.30-9.00pm 8.30-9.00pm

Questions??
Terima kasih Management Function

10 September 2007
8.30-9.00pm
30

5
 4/1/2010

What is management? What is management?

¾ Management is the art of getting things done ¾ Management is the process of planning, organizing,
through people – MP Follet leading and controlling the effort of organization
¾ Management is the process of setting and members and of using all other organizational
achieving
hi i goalsl through
th h the
th execution
ti off five
fi resources to achieve stated organization goals –
Stoner & Wanked
basics management function that utilize human,
financial and material resources to achieve stated ¾ Management is the attainment of organizational
goal – Phunkett & Attner goals in an effective and efficient manner through
planning, organizing, leading, and controlling
10 September 2007 10 September
organizational 2007
resources.
8.30-9.00pm 8.30-9.00pm
31 32

What is management? Management Process

Common components:
1. Objective - goals, aims, expectations
2 Organization
2. - structure,
structure set up
up, system
3. Resources - man, machine, material, money
4. Functions - planning, organizing, leading,
controlling
10 September 2007 10 September 2007
8.30-9.00pm 8.30-9.00pm
33 34

Management Functions Areas of management

General
Sales Public Relation

Production Finance

Human Resources
Administration

10 September 2007 10 September

Marketing 2007
8.30-9.00pm 8.30-9.00pm
35 36

6
 4/1/2010

Universality of Management
Function

TOP P O S L C
Corporate Practices
MIDDLE P O S L C

FRONTLINE P O S L C

P – Planning
O –Organizing
S – Staffing 10 September 2007 10 September 2007
L – Leading
C - Controlling 8.30-9.00pm 8.30-9.00pm
37 38

Characteristics of Ten Corporate

Corporate Management Commandments
1. Protect the company assets
Creative
Mode Customer Oriented 2. Treat the company’s employee fairly and
Performance base
consistently, and with respect
Risk Taker Constraints Conscious
3. Conduct the affairs of the company in a lawful
St t i Looking
Strategic L ki manner
Decisive Action
4. Maximize the ultimate return to the company’s
Constantly Changing Profit Motivated shareholders

Competitive Flexible Structure 5. Protect the physical safety, health, and well-being
Stance 10 September
People 2007 of the company’s employees,
10 September 2007 customers, and all
Friendly parties and environment that come into contact
8.30-9.00pm 8.30-9.00pm
with the company or its products.
39 40

Ten Corporate
Excellent Companies
Commandments
6. Provide the highest value, quality and service to 1. A bias for action
the company’s customers
2. Close to the customer
7. Strive to reduce waste and efficiency
3. Autonomy and entrepreneurship
8 Be on alert for changing circumstances and new
8.
4. Productivity through people
opportunities, and be ready to respond to them
5. Hands on value driven
9. Encourage individual action and initiatives
6. Stick to the knitting
10. Conduct the company’s business in a spirit of
teamwork10and mutual respect.
September 2007 7. Simple form, lean staff 2007
10 September
8.30-9.00pm 8.30-9.00pm
41 42

7
 4/1/2010

A Model of Managerial
Competencies
Communication
Excellent Manager competencies
Planning and
Teamwork
and competencies Administration
competencies
Decision Making Global awareness Strategic Action
competencies competencies

10 September 2007 10 Self-management

September 2007
8.30-9.00pm competencies
8.30-9.00pm
43 44

Excellent Manager Excellent Manager

1. A great sense of corporate
responsibility 6. Ability to see the broader picture

2. Knowledgeable and skillful in 7. Appreciative of ICT power

g
management principle
p p and technique
q g
8. Willingness to listen and learn
3. Excellent leadership quality 9. High IQ and EQ
4. Excellent human relation skills 10. High level of energy and stamina
5. Power and analysis
10 September 2007 10 September 2007
8.30-9.00pm 8.30-9.00pm
45 46

Factors in making Ethical

Unethical Practices
Decision
The Law Accounting
manipulation
Professional Environment
Effect Undue Environment
Code
profiteering Pollution
I d t Code
Industry C d
Culture Corrupt
Substandard practice
product
Social Pressure
Religion
Cover up
Company2007 Misleading
10 September 10 September 2007
Code advertisement
8.30-9.00pm 8.30-9.00pm
47 48

8
 4/1/2010

Drucker’s Manager of Drucker’s Manager of

Tomorrow Tomorrow
5. He will communicate information speedily and
1. He must manage to meet objective clearly, and must be able to motivate
2. He must take more risks and plan for longer professionals and specialist.
period ahead. 6. Mastering just one function would be insufficient
3 He must be able to make strategic decisions
3. as he must be able to see the business as a whole
and be able to integrate his function into it.
4. He must be able to build an integrated team
and able to measure individual performances 7. Knowing a few products or one industry would be
insufficient because he must be able to relate his
product and industry to the total environment. He
10 September 2007 will have to10look
September
outside 2007
his own market and
8.30-9.00pm country. 8.30-9.00pm
49 50

Questions??
Terima kasih