LECTURE 2.pdf

Ch.E-404

ENGINEERING

MANAGEMENT

Muhammad Asif Akhtar

[email protected]

www.engineering-resource.com

Ch.E-404: ENGINEERING MANAGEMENT

• Credit Hours: 3+0 = 3

COURSE OUTLINE:

• Resources and management processes;

• Environment of engineering organization and managers;

• Social, Ethical, Global and Multicultural environment;

• Elements of planning and decision making;

• Decision making and their types;

• Managing strategy and strategic planning;

• Elements of an organization.

• Organization design, change and innovation;


COURSE OUTLINE ( CONT…)

• Human resource management;

• Managing motivation and performance;

• Managing work groups and teams;

• Organizational communication and

interpersonal relations in engineering

organizations;

• Types of control;

• Managing operation, quality and productivity

of an engineering organization.


RECOMMENDED BOOKS

Some of the books directly or indirectly concerned with engineering and technology management are as follows:

• Babcock, D. L., Managing Engineering and Technology, Upper Saddle

River, NJ: Prentice Hall, 1996.

• Badaway, M. K., Developing Managerial Skills in Engineers and Scientists, New York: Van Nostrand Reinhold, 1995.

• Cronstedt, V., Engineering Management and Administration, New

York: McGraw-Hill, 1961.

• Dhillon, B. S., Engineering Management, Lancaster, PA: Technomic Publishing Company, 1987.

• Dorf, R. (ed.), The Technology Management Handbook, Boca Raton,FL: CRC Press LCC, 1999.


RECOMMENDED BOOKS (CONT…)

• Gaynor, G. H. (ed.), Handbook of Technology Management, New

York: McGraw-Hill, 1996.

• Hicks, T. G., Successful Engineering Management, New York:

McGraw-Hill, 1966.

• Khalil, T. M., Management of Technology, New York: McGraw-Hill,2000.

• Lanigan, M., Engineers in Business, Reading, MA: Addison-Wesley,1992

• Mazda, F. F., Engineering Management, Reading, MA: Addison-Wesley, 1998.


• Shainis, M. J., Engineering Management,

Columbus, OH: Battelle Press, 1995.

• Shannon, R. E., Engineering Management, New

York: John Wiley and Sons, 1980.

• Ullman, J. E. (ed.), Handbook of Engineering

Management, New York: John Wiley and Sons,

1986.


MANAGEMENT

“Supplying knowledge to find out how existing

knowledge can best be applied to produce results.

But knowledge is now also being applied

systematically and purposefully to determine what

new knowledge is needed, whether it is feasible, and

what has to be done to make knowledge effective. It

is being applied, in other words, to systematic

innovation.”

(Drucker, 1993)


• What is Engineering?

– The profession in which a

knowledge of the

mathematical and natural

science gained by study,

experience, and practice

is applied with judgement

to develop ways to utilize,

economically, the

materials and forces of

nature for the benefit of

mankind

(1979, US. Engineering

societies).

• What is Management?

– A set of activities

(including planning and

decision making,

organising, leading and

control) directed at an

organisation’s resources

(human, financial, physical

and informational) with the

aim of achieving

organisational goals in an

efficient and effective

manner.

(Griffin)

ENGINEERING MANAGEMENT


ENGINEERING MANAGEMENT

• Engineering Management is a specialized form of management that is

required to successfully lead engineering or technical personnel and

projects.

• Management of technical functions

• Direct supervision of engineers and/or the engineering function

• Engineering managers typically require training and experience in both

general management and the specific engineering disciplines that will be

used by the engineering team to be managed


WHY ENGINEERS NEED MANAGEMENT?

• BS Engineering programs emphasize

technical competency

• Engineers do many non-technical

tasks

• Engineering and management have

very little in common

• Education can help ease the transition



(CONT….)

There is a growing need for engineers who

• can see the big picture,

• effectively interact and communicate with people,

• thrive on ambiguity,

• effectively work in teams, and

• apply critical thinking skills to solve real-world problems.

Engineering Management develops leaders who have these skills

and are comfortable with the language and methods of

engineering, business, and technology.



(CONT….)

• Successful Projects

• Done by a group of people with good

– Organization, communication

– Leadership, motivation, influence

– Focus on a goal

– Decision making, problem solving



(CONT….)

• In modern society, we are specialists

– We have expertise in a very narrow area

– We rely on others for everything else

– Relationships enable success

• Your ability to deal with people determines

your success as a manager

• Put people first, technology

• second.



(CONT….)

• Emotion and intelligence are connected,

not opposites

• Emotions affect thinking, reasoning,

judgment, actions

• Emotional IQ may be more important than

traditional IQ in success

• Engineers usually have low

emotional IQ.


EQ.pptx

Why People Seem Difficult

• Technical systems, although complex,

obey logical rules and/or laws

• Individual people are more complex and

follow no set rules

• A system of multiple people is incredibly

complex and unpredictable


Personality Types

• Myers-Briggs Type Indicator

– Extrovert/Introvert (external/internal)

– Sensing/iNtuitive (concrete/abstract)

– Thinking/Feeling

– Judging/Perceiving (planned/spontaneous)


personality types.pptx



Uses of Personality Typing

• Person-job match

• Identify areas for development

• Anticipating and resolving conflict

• Promoting diversity


Behavioral Tendencies

• People tend to do what is best for

themselves

• People want to avoid looking bad

• People tend to go with the crowd

• People make communication

challenging

• People are imperfect


• People are complex and hard to predict

• Systems of people are difficult to manage

• Knowing about personality types and behavioral tendencies (raising your Emotional IQ) can help you be a better manager

• Most engineers have a long way to go…!!!!!!!!


ACTIVITY

SKILLS INVENTORY

Below is a list of five broad skill areas which

are divided into more specific skills. Review the

list and identify the skills you possess. You

have to rate the skills indicating your ability in

each area. Suggested rating scale:

• 1. strong ability

• 2. some ability

• 3. enough ability to get by with help from others


A: COMMUNICATION

the skillful expression, transmission and interpretation of

knowledge and ideas.

• Speaking effectively

• Writing concisely

• Listening attentively

• Expressing ideas

• Facilitating group discussion

• Providing appropriate feedback

• Negotiating

• Perceiving nonverbal messages

• Persuading

• Reporting information

• Describing feelings

• Interviewing

• Editing


B: RESEARCH & PLANNING

the search for specific knowledge and the ability to

conceptualize future needs and solutions for meeting those needs

• Forecasting, predicting

• Creating ideas

• Identifying problems

• Imagining alternatives

• Identifying resources

• Gathering information

• Solving problems

• Setting goals

• Extracting important information

• Defining needs

• Analyzing

• Developing evaluation strategies


C: HUMAN RELATIONS

• the use of interpersonal skills for resolving conflict, relating to and helping people.

• Developing rapport

• Being sensitive

• Listening

• Conveying feelings

• Providing support for others

• Motivating

• Sharing credit

• Counseling

• Cooperating

• Delegating with respect

• Representing others

• Perceiving feelings, situations

• Asserting


D: ORGANIZATION, MANAGEMENT &

LEADERSHIP

• the ability to supervise, direct and guide individuals and groups

in the completion of tasks and fulfillment of goals.

• Initiating new ideas

• Handling details

• Coordinating tasks

• Managing groups

• Delegating responsibility

• Teaching

• Coaching

• Counseling

• Promoting change

• Selling ideas or products

• Decision making with others

• Managing conflict


E: WORK SURVIVAL

• the day-to-day skills which assist in promoting effective production and work satisfaction.

• Implementing decisions

• Cooperating

• Enforcing policies

• Being punctual

• Managing time

• Attending to detail

• Meeting goals

• Enlisting help

• Accepting responsibility

• Setting and meeting deadlines

• Organizing

• Making decisions


ASSIGNMENT

• Online Assessments

• Personal Style Inventory

• Skills Inventory

• http://www.d.umn.edu/careers/services/assess

ments.html


LEARNING OBJECTIVES

• Organization And Its Resources

• Four Basic Management Functions In

Organizations

• Kinds Of Managers

• Basic Managerial Roles And Skills

Lecture 2


What Is an Organization?

• A group of people working together in a

structured and coordinated fashion to

achieve a set of goals.

• In order to understand management

observe the following slide Table which

is a resource-based perspective, it will

provide a view of the four basic kinds of

resources required in an organization:



How Do Managers Combine and Coordinate

the Various Kinds of Resources?

• The following slide Figure illustrates

how managers combine and coordinate

the various kinds of resources:


Management in Organizations


The Management Process

Planning and Decision Making

– Setting the organization’s goals and deciding how best to achieve them.

Organizing – Determining how best to

group activities and resources.

Leading – Motivating members of the

organization

Controlling – Monitoring and correcting

activities


The Management Process

• The manager’s primary responsibility is

to carry out the management process.

• The next slide will illustrate the basic

definitions and interrelationships of the

basic managerial functions:


The Managerial Process


ACTIVITY Who Is the Manager?

1. College Dean?

2. Police officer?

3. Surgeon?

4. Web-designer?

5. Football coach?

6. Chef?

7. Managing your checking account?


The Manager’s Job Is To:

PLAN:

– A manager cannot operate effectively

unless he or she has long range plans.

A plan for each day’s work:

– What is to be done, and why do it?

– When is it to be done, and how will it be

done?

– Who is to do the job?

– Where should it be done?


The Manager Must Organize

• When there is more than one employee

needed to carry out a plan.

• Then organization is needed.

• A team must be formed.

• Each job must be carefully defined in

terms of what is to be done.

• Establish delegation of responsibility.


The Manager Must Control

Control means?

• A method of

checking up to find

what has been done

and what must be

done.

• A manager must

know how well

employees are

performing.


Kinds of Managers

Managing at Different

Levels of the

organization:

Top Managers

• Small group of executives

who manage the overall

organization, the strategic

level.

Middle Managers

• A large group that implement

the strategies developed at

the top.


Kinds of Managers

First-Line Managers

– Supervise and

coordinate the

activities of operating

employees.


Kinds of Managers by

Level and Area


Managing in Different

Areas of the Organization

• Marketing Managers

• Financial Managers

• Operations Managers

• Human Resource Managers

• Administrative Managers

• Specialized Management


Basic Managerial Roles and Skills

Regardless of level or area within an organization, all managers must play certain roles and exhibit certain skills in order to be successful, such as: – Do certain things.

– Meet certain needs.

– Have certain responsibilities.


Managerial Skills

• In addition to fulfilling roles, managers also need a number of specific skills.

• The most fundamental management skills are: – Technical

– Interpersonal

– Conceptual

– Diagnostic

– Communication

– Decision-making

– Time-management


Technical Skills

• Necessary to

accomplish or

understand the

specific kind of work

being done.

• These skills are

especially important

for first line

managers.


Interpersonal Skills

• The ability to

communicate with,

understand, and

motivate both

individuals and groups.

• Be able to get along

with:

– Subordinates

– Peers

– Those at higher levels


Conceptual Skills

• A manager’s ability to

think in the abstract.

• The mental capacity to:

– Understand organizational

goals and its environment.

– How the organization is

structured.

– Viewing the organization

as system.


Diagnostic Skills

• Skills that enable a

manager to visualize

the most appropriate

response to a

situation.


Communication Skills

• A manager’s

abilities both to

effectively convey

ideas and

information to others

and to effectively

receive ideas and

information from

others.


Decision-Making Skills

• A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.


Time-Management Skills

• The manager’s

ability to prioritize

work, to work

efficiently, and to

delegate

appropriately.


Becoming a Manager

• How does one acquire the skills

necessary to blend the science and art

of management to become successful

manager?

• Observe the next slide it will become

clear how this generally happens:


Figure 1.4: Sources of

Management Skills


The Nature of Management

The manager’s job is

fraught with:

– Uncertainty

– Change

– Interruption

– Fragmented activities


A Manager Must be a Leader of Employees

• It means overseeing the

team by influencing the

employees to get the

job done.

• Motivating employees.

• Creating an

environment that makes

employees work

efficiently.

• Managers get

employees to put forth

their best effort.


You Have Been Assigned As

Manager of Your Group

• The manager whose place you are taking is being left on the job for a period to train you, but he is not training you.

• You find the previous manager has been running a one person show.

• The morale of the employees really could be better.

• What are you going to do?


Documents

LECTURE 2.pdf