DUBLIN INSTITUTE OF TECHNOLOGY

Engineering Management
Professional development Assignment

By: Graham Fahey (C10715655) Shiyas Basheer (D10119909) Joseph Herron Enda Brady (C09052691) Oluwole Adeleye (C10714335) Lecturer: Ann Marie McCarrick Date: 3/20/2012 Course: DT022/023 Words: 1791

Table of Contents
Introduction ....................................................................................................................................... 2 Results .................................................................................................................................................. 2 Time Log Data ............................................................................................................................... 3 Theories ............................................................................................................................................... 5 Fayols theory ............................................................................................................................... 5 Mintzberg Theory ....................................................................................................................... 6 1. Interpersonal ......................................................................................................................... 7 2. Information ............................................................................................................................ 7 3. Decision-making .................................................................................................................. 7 Adairs theory ............................................................................................................................... 7 Elton Mayo ..................................................................................................................................... 8 Douglas Mcgregor ....................................................................................................................... 8 Analysis ................................................................................................................................................ 8 Analyses of data ........................................................................................................................... 8 Method of evaluation ................................................................................................................. 9 Headings ......................................................................................................................................... 9 Conclusions ..................................................................................................................................... 12 References ....................................................................................................................................... 13 Appendices ...................................................................................................................................... 14

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Introduction
Cardno is an international, integrated professional services provider locally delivering the specialist advice necessary to create or improve the physical and social infrastructure that underpins communities around the world. The company offers a diverse range of physical and social infrastructure services in developing and

developed nations.(cardno 2012) The company was founded in 1945 in Brisbane, Australia, as a civil engineering consultancy, Cardno has expanded to also include management and environmental services as well as project management of international development assistance programs amongst others. Through strategic mergers, the Cardno Group has grown by adding businesses which augment and enhance their market share and capabilities. Primary disciplines: Planning, surveying, engineering, management services, environmental services, CMT and social infrastructure delivery. Cardno has a market capitilisation of around AUD$650 million. The company has a strong regional focus with many smaller offices which complement their specialist teams in major cities. As of March 2011, Cardno has more than 6200 employees based in 251 offices across projects in 85 countries. Approximately 85% of staff are professionals and technical staff. Cardno is well placed to solve business challenges cost effectively and on time. Cardno was on the front cover of the July 2011 edition of Engineering News Record (ENR), one of the worlds leading engineering publications. They debuted at number 35 on the 2011 ENR Top 200 International Design Firms. Cardno is also the fastest growing engineering and environmental firm in the USA according to the Zweig Letter Hot List.

Results
Following are the pie chart representation of the time-log data for Thursday, Friday, Monday and Tuesday. It shows how Natalie spent time performing managerial tasks and how she manages time as manager.

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Time Log Data

Thursday, March 5th:

Time Log Chart for Thursday

5% 9% 16% Administration Management Technical Non-Productive

70%

Friday, March 6th:

Time Log Chart for Friday

6% 28% Administration Management Technical Non-Productive

4%

62%

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Monday, March 1st:

Time Log Chart for Monday

36% 43%

Administration Management Technical Non-Productive

21%

Tuesday, March 2nd:

Time Log Chart for Tuesday

17% 32% Administration Management Technical Non-Productive

51%

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Overall Time Log Data:

Overall Time Log Chart

3%

19%

28%

Administration Management Technical Non-Productive

50%

From the pie chart above, it can be seen that half of Natalies time is spent performing managerial tasks. She also spends a considerable amount of time carrying out administration with 28% of her time devoted to these tasks. Somewhat surprisingly, even though Natalie is an engineering manager she only devotes 19% of her time to actual technical tasks. It can also be seen from the chart that Natalie is a highly productive manager with only 3% of her time consumed by non-productive tasks.

Theories
Managers in the early 1900s had very few external resources to draw upon to guide and develop their management practice. But thanks to early theorists like Henri Fayol (1841-1925), managers began to get the tools they needed to lead and manage more effectively. Fayol, and others like him, are responsible for building the foundations of modern management theory.(mbs portal 2012)

Fayols theory
Fayol believed that management had five principle roles: to forecast and plan, to organize, Page | 5

to command, to co-ordinate and to control.

Forecasting and planning was the act of anticipating the future and acting accordingly. Organization was the development of the institution's resources, both material and human. Commanding was keeping the institutions actions and processes running. Co-ordination was the alignment and harmonisation of the groups efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures.(mindtools 2012) Fayol developed fourteen principles of administration to go along with managements five primary roles. These principles are enumerated below: Specialization/division of labor Authority with responsibility Discipline Unity of command Unity of direction Subordination of individual interest to the general interest Remuneration of staff Centralization Scalar chain/line of authority Order Equity Stability of tenure Initiative

Mintzberg Theory
Mintzberg proposes six characteristics of management work and ten basic management roles. These characteristics and roles, he suggests, apply to all management jobs, from supervisor to chief executive.(mbs portal 2012) Mintzberg places the ten roles that he believes make up the content of the manager's job into three categories: Page | 6

1. Interpersonal a) Figurehead - performing symbolic duties as a representative of the organisation. b) Leader - establishing the atmosphere and motivating the subordinates. c) Liaiser - developing and maintaining webs of contacts outside the organisation. 2. Information a) Monitor - collecting all types of information that are relevant and useful to the organisation. b) Disseminator - transmitting information from outside the organisation to those inside. c) Spokesman - transmitting information from inside the organisation to outsiders. 3. Decision-making a) Entrepreneur - initiating change and adapting to the environment. b) Disturbance Handler - dealing with unexpected events. c) Resource Allocator - deciding on the use of organisational resources. d) Negotiator - negotiating with individuals and dealing with other organisations.

Adairs theory
Adair approached leadership from a more practical and simple angle; by describing what leaders have to do and the actions they need to take. Achieving the task is dependent not only on a clear plan, but also on individuals being motivated and the group pulling together. The group can only effectively operate if the task is achievable and well defined and the individuals are motivated. The individuals development and motivation require the task to be clear and achievable and the group to be supportive and effective. In this sense, each role needs to be functioning effectively in order that the other two areas are satisfied. (team building 2012)To achieve this equilibrium, the leader must continually perform the eight leadership functions: Defining the task Planning Briefing Controlling Evaluating Motivating Page | 7

Organising Providing an example

Elton Mayo
Behavioral theorists believed that a better understanding of human behavior at work, such as motivation (M), conflict (C), expectations (E), and group dynamics (G-D), improved productivity. It also views employees as individuals, resources, and assets to be developed and worked with not as machines, as in the past. Several individuals and experiments contributed to this theory. The general conclusion from the Hawthorne studies was that human relations and the social needs of workers are crucial aspects of business management. This principle of human motivation helped revolutionize theories and practices of management

Douglas Mcgregor
He believed that two basic kinds of managers exist. One type, the Theory X manager, has a negative view of employees and assumes that they are lazy, untrustworthy, and incapable of assuming responsibility. On the other hand, the Theory Y manager assumes that employees are not only trustworthy and capable of assuming responsibility, but also have high levels of motivation. An important aspect of McGregor's idea was his belief that managers who hold either set of assumptions can create self-fulfilling prophecies that through their behavior, these managers create situations where subordinates act in ways that confirm the manager's original expectations. As a group, these theorists discovered that people worked for inner satisfaction and not materialistic rewards, shifting the focus to the role of individuals in an organization's performance.

Analysis
Analyses of data
As part of this report we were asked to analyze the time log data taken and determine which theory (Fayol, Mintzberg, others) best describes the work of our manager. Page | 8

To determine this we needed to develop a method of evaluation for the time log data with regards to the various theories. Various methods were proposed before settling on what the group thought was the most appropriate method.

Method of evaluation
Our method was to take appropriate headings of the various aspects with regards to different theories. We would then categorize the different actions our manager undertook in the time logs using the headings we thought best described any given action. We did this for every entry in the time logs and for every theory.

Headings
The headings used to evaluate Fayols theory were his four functions of management (Planning (P), Leading (L), Organizing (O) and Controlling(C)). The headings used to evaluate Mintzbergs theory were his three categories for the different roles of a manager. (Interpersonal (P), Informational (IN) and Decision Making (D)). The headings used to evaluate Mayos theory were four aspects that behavioural theorists believe can improve productivity (Motivation (M), Conflict (C), Expectations (E) and group dynamics (G-D)). The headings used to evaluate Douglas McGregors theory were his Theory X (X, negative) and Theory Y (Y, positive). The headings used to evaluate Adairs theory were the three roles that define his eight leadership functions. These three roles are Achieving task (A-T), Building and maintaining the team (B-M) and Developing the individual (D-I). And finally any action by our manager which we deemed was not adequately described by a heading and hence did not fall under the given theory was labeled with an N this included time we deemed non-productive. Note: When choosing the appropriate headings we needed to provide and appropriate scale across all five theories, this is why for example, we did not use Mintzbergs 10 individual roles of a manager as it would not provide an appropriate scale in which we could evaluate Mintzbergs theory against the other four theories. We also needed to streamline the evaluation process so that we could complete the analysis within a certain time frame. Admittedly by doing so we sacrificed insight in

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the actions of our manager under the different theories; however this was a trade-off we thought necessary. What this method gave us was the total time spent under each heading and hence the time spent under the aspect of a theory for which the heading relates. This method also shows us the distribution between the different aspects for each theory.

Fayolism Chart:

Fayolism Chart
9% 8% 39% 15% Planning Organising Leading Controlling Non-Fayolism

29%

Mintzberg Chart:

Mintzberg Chart
14% 27% Interpersonal Information Decision making Non-Mintzberg 39% 20%

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Mayo Chart:

Mayo Chart

23%

23%

Motivation Conflict 2% Expectations Group Dynamics

22% 30%

Non-Mayol

Douglas McGregor Chart:

Douglas McGregor Chart

3%

Theory X Theory Y 44% 53% Non-Douglas

Adair Chart:

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Adair Chart
Achieving Task 31% Building and Maintaining the Team Devolping the Indivdual 15% Non-Adair 30%

24%

Conclusions
As seen from the pie charts our manager spent more time overall under the different aspects of Fayols theory than any other theory, by extension we can state that our manager incorporates more aspects from Fayols theory for the role of a manager in her work than aspects of the other four theories. In fact the only actions found to not fall under Fayols theory of management were Non-productive actions. Now when looking at the distribution of time spent under different aspects, we see under the aspects of Fayol our manager spent the predominate amount of her time either Planning (39%) or Organizing (29%), this data would correlate with her position as a middle / top manager, where the role of a middle manager was defined as implementing the organisational goals and top managers as creating the organisational goals in the lectures. Also interesting to note is that a large portion of the actions our manager undertook were undefined by McGregor (53%), this was to be expected as much of her time did not involve interaction between her and her subordinates, again indicating her position as a middle / top manager. From these facts seen in the data we concluded that Fayols theory of the role of a manager best describes the work of our manager. (Thinking managers 2012)(lmcuk 2012)(kerns analysis 2012)(comsec 2012)(alagse 2012)(R W 1999)(Thinking managers 2012)(Anon n.d.)(Olum 2004)

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References
alagse, 2012. Leadership Grid - a simple assessment tool for leaders. Available at: http://www.alagse.com/leadership/l9.php [Accessed March 18, 2012]. kerns analysis, 2012. An Overview of Management Theory. Available at: http://www.kernsanalysis.com/sjsu/ise250/history.htm [Accessed March 17, 2012]. Anon, Matrix_Management.pdf. Available at: http://www.managementlab.org/files/u2/pdf/classic%20innovations/M atrix_Management.pdf [Accessed March 18, 2012]. team building, 2012. John Adair Team Theory. Available at: http://www.teambuilding.co.uk/john-adair-team-theory.html [Accessed March 17, 2012]. cardno, 2012. Cardno Global Infrastructure Services Consultancy. Available at: http://www.cardno.com/default.aspx [Accessed March 18, 2012]. comsec, 2012. Australian Online Stock & Share Trading | CommSec. Available at: https://www.comsec.com.au/default.aspx [Accessed March 18, 2012]. lmcuk, 2012. Adairs model of Leadership Functions. Available at: http://www.lmcuk.com/management-tool/adair-s-model-of-leadershipfunctions [Accessed March 18, 2012]. mindtools, 2012. Henri Fayols Principles of Management - Online Management Training from MindTools.com. Available at: http://www.mindtools.com/pages/article/henri-fayol.htm [Accessed March 17, 2012]. Olum, D.Y., 2004. MODERN MANAGEMENT THEORIES AND PRACTICES. mbs portal, 2012. Henry Mintzberg. Available at: http://www.mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinker s/mintzberg.aspx [Accessed March 17, 2012]. R W, G., 1999. Management 6th ed., USA: Houghton Mifflin Company. Thinking managers, 2012. Management theories | Management theory | Thinking Managers | Thinking Managers. Available at: http://www.thinkingmanagers.com/businessmanagement/management-theories.php [Accessed March 18, 2012].

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Appendices
Thursday, March 1st:
Time Log for Thursday, March 1st. Time 08:35 08:40 08:43 08:45 08:50 09:00 09:15 09:17 09:20 09:32 10:30 10:45 11:00 11:15 11:45 11:55 12:00 12:10 12:15 12:25 12:30 13:30 13:45 14:00 Task Arrive to work, log on Open results forecasting s/sheet Check staff utilisation Call from recruitment agent Back to results Call from Stacey re ELF Email to HR re MIA rate Query Danielle re UER Josh Lake - HRP presentation Chris Eaton - Toowoomba proposal; resources Discussion with David re Mareeba partners Results forecast ( download expenses) Discussion with David re Global Mgrs Conf presentation Results forecasting ( download expenses) HR - resignation from A Lee Call from QUU re invoice Tamara - BST cost reporting for Geotech Prebills - Linkwater (w/ Roger & Maureen) Arrow Energy prebill Print Mareeba docs Lunch with BTO - re Mareeba bid Catch-up with Chris Smith - general Outcomes from ULDA meeting Home Total 05:25 Duration 00:05 00:03 00:02 00:05 00:10 00:15 00:02 00:03 00:12 00:58 00:15 00:15 00:15 00:30 00:10 00:05 00:10 00:05 00:10 00:05 01:00 00:15 00:15 Category A M M M M T A M M M M M M M A A A A A A M N T

Friday, March 2nd:

Time Log for Friday, March 2nd. Time 08:45 Task Emails Opportunities - Perth and BCM (US) Proposal - Strathpine (read and fwd to planning team) Duration 00:15 Category A

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09:00 09:55 10:00 10:10 10:10 10:20 10:30 10:50 10:53 11:03 11:05 11:10 11:13 11:15 11:16 11:19 11:20 11:25 11:28 11:30 12:28 12:35 12:45 13:30 13:40 13:55 14:00 14:15 14:48 14:56 15:00 15:05 15:08 15:30 16:00 17:10

Resource meeting Go back to emails ELF Catch-up with Steve Workload - Mareeba STP tender design Prep for Kate's probation review Corporate morning tea Check Aurion for probation review forms Calculate new rate for MIA staff member, request BST update HR - transfer of staff back from casual status RPEQ status for Santhosh - amendment of package Emails Inter BU agreement - QUU Mgmt Plans Fernvale prebill query MIA unit rate schedule/set up in BST Timesheet for AL to process termination pay JL - PIP Resources Emails Corporate box allocations Kate Selby probation review Approve leave application / time Mark Hickey - ELF / RNA Lunch (drive home) Emails - check info for termination of AL Proposals - Kuching SCADA and modelling IT issue MIA prebill - "fee for service" charges Resourcing Organise interviews Research location of 4pm meeting Agenda / discussion points for upcoming resource discussion Telstra issue Agenda / discussion points for upcoming resource discussion Travel Coffee with potential employee Travel home Total

00:55 00:05 00:10 00:00 00:10 00:10 00:20 00:03 00:10 00:02 00:05 00:03 00:02 00:01 00:03 00:01 00:05 00:03 00:02 00:58 00:07 00:10

M A T A M M N A A A A A A A A A A A A M A T

00:10 00:15 00:05 00:15 00:33 00:08 00:04 00:05 00:03 00:22 00:30 01:10

A M A A M M N M N M A M

07:40

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Monday, March 5th:

Time Log for Monday March 5th. Time 08:45 08:50 09:00 09:02 09:04 09:06 09:14 09:16 09:18 09:20 10:25 10:30 11:30 11:33 11:35 11:40 11:50 12:00 12:20 12:20 12:30 12:50 13:15 Task Arrive, log on, await start-up of PC Timesheet / leave applications (self) Timesheets (team) RJ - overrun on Swanbank Timesheets (team) RR - Mackay catch-up Timesheets (team) Emails Follow up monitor issue ELF report Paul Webber - opportunities with Arrow E ELF report Timesheets (team) ELF financials Margaret - Logan & Mackay invoices LWA gainshare monies Prebill queries Kuching prebill Andy's prebills LWA prebill & profit transfers Rental property repairs - Rolf ELF - catch-up with Stacy Lunch (drive home) Calls to BTO & Steve during drive 14:00 14:52 15:00 15:05 15:07 15:10 15:25 16:20 16:25 Teleconference - Mareeba STP Post call discussion with ST Invoicing query Accept linked in invite Check timesheet report - missing timesheets / productivity / chargeable $ Read tender docs - Mareeba STP Leave for Docs appointment RNA issue Emails 00:52 00:08 00:05 00:02 00:03 00:15 00:55 00:05 00:05 T A M M A A A T Duration 00:05 00:10 00:02 00:02 00:02 00:08 00:02 00:02 00:02 01:05 00:05 01:00 00:03 00:02 00:05 00:10 00:10 00:20 00:00 00:10 00:20 00:25 00:45 Category A A A A A A A A A T M T A A A A A A A A A T

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16:30 16:40 16:45 17:05 17:20

Darryl Hone - Pump station odour query Review request for proposal from Seqwater (GIS project) Complete leadership survey for staff member Check emails Home Total

00:10 00:05 00:20 00:15

T A M A

08:35

Tuesday March 6th:

Time Log for Tuesday March 6th. Time 08:15 08:20 08:30 08:35 08:40 08:50 08:55 09:10 09:12 09:20 09:30 09:32 09:35 Task Arrive, log on Review billing info with Marueen Check expenses - results forecast sheet ST - Mareeba Results forecast sheet Call from recruitment agent - re interview Results forecast sheet TJ - query Results forecast sheet Transfer to full time letter - Josh M AO - Seqwater tender Unitywater invoice Tender search emails AWA newsletter Ozwater 10:00 10:10 10:20 11:00 11:10 11:20 11:40 12:00 14:00 14:15 Drop info up to HR (resignation letter, sick leave certificates) Unitywater tender RNA DG - CADD issues Expense information -> forecast s/sheet Review sunshine plaza report (236202.001) Emails Meeting regarding future resourcing needs Discussion re staff issue Home Total 06:00 00:10 00:10 00:40 00:10 00:10 00:20 00:20 02:00 00:15 A A T A M T A M M Duration 00:05 00:10 00:05 00:05 00:10 00:05 00:15 00:02 00:08 00:10 00:02 00:03 00:25 Category A A M A M A M A M A A A A

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