ENGINEERING MANAGEMENT

General Objective
The course is designed to impart knowledge on management
and emerging engineering management trends and develop
skills of the students to enhance their managerial capabilities
and enable them to apply in a technology-based organization.
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CONTENTS:
Unit I: Introduction (6 Hrs.)
1.1 Management
Specific Objectives
1.1.1 Functions of management
To develop a foundational
1.1.2 Level and scope of management
understanding of
1.1.3 Principles of management
management, organization
1.2 Organization
and engineering management
1.2.1 Characteristics of organization
1.2.2 Types of organization: formal and informal organizations, virtual
organization
1.3 Engineering Management
1.3.1 Importance of management in technology-driven environments
1.3.2 Engineering functions in organizations: product development, operations,
IT systems, quality assurance and others
1.3.3 Roles and responsibilities of an engineering manager
.
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CONTENTS:
Unit II: Planning and Organizing (6 Hrs.)
2.1 Planning
2.1.1 Levels of planning: strategic, tactical and operational
2.1.2 Steps in planning
2.1.3 Tools for planning
Specific Objectives
2.1.4 Importance of planning
To familiarize students with
2.2 Organizing the planning and organizing
2.2.1 Process of organizing and identify their emerging
2.2.2 Organization structure issues in ICT enterprises
2.2.3 Types of organization structure
2.2.2.1 Traditional structure: line and functional
2.2.2.2 Modern structure: matrix, network, hybrid
2.4 Emerging planning and organizing issues for ICT enterprises
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CONTENTS:
Unit III: Motivation and Leadership (6 Hrs.)
3.1 Motivation
3.1.1 Theories of motivation: Maslow’s hierarchy, Herzberg’s two factor,
Expectancy, Equity
3.1.2 Techniques for motivation Specific Objectives
To enable students to analyze
and address key issues in
motivating and leading a
3.2 Leadership technical workforce
3.2.1 Leadership styles: autocratic, democratic, servant and
transformational
3.2.2 Characteristics of learning organization in the ICT industry
3.3 Challenges and strategies for motivating and leading technical workforce
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CONTENTS:
Unit IV: Human Resource Management and Control (8 Hrs.) Specific Objectives
4.1 Human Resource Management To enhance students' knowledge of
human resource management and
4.1.1 Functions of human resource management
control functions, emphasizing their
4.1.2 Job analysis, job specification, job description practical application for managing ICT
4.1.3 Recruitment and selection organization
4.1.4 Human resource training (on the job and off the job)
4.1.5 Performance appraisal and methods
4.1.6 Challenges in managing people in
ICT workforce
4.2 Control
4.2.1 Importance
4.2.2 Process and types
4.2.3 Techniques
4.2.4 ICT tools for effective control of engineering projects and organizations.
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CONTENTS:
Unit V: Emerging trends in engineering management (4 Hrs.)
5.1 Participative management, conflict resolution, change management,
quality management, innovation management and disruption
5.2 Recent engineering management concepts for managing
ICT based projects and organizations

Specific Objectives
To expose students to emerging
trends in engineering
management and their
application in ICT driven
organizations
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S.N. Tutorials

1 IT companies case studies related to management functions

2. Students’ presentation on course contents, and relevant current

management issues
3. Identification and use of recent ICT based management tools

Methods of Instruction
Lecture, Tutorials, Discussions, Assignments and Presentation
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Evaluation System

External Evaluation Marks Internal Evaluation Marks

Semester-End 50 Class attendance and participation 10
Examination
Case Study Discussion 5
Quizzes/assignments and 5
presentations
Internal Term Exam 30
Total External 50 Total Internal 50
Full Marks 50+50=100
Students’ Responsibilities:
Each student must secure at least 45% marks in the internal evaluation with 80% attendance in the class to
appear in the Semester End Examination. Failing to obtain such a score will be given NOT QUALIFIED (NQ)
and the student will not be eligible to appear in the End-Term examinations. Students are advised to attend
all the classes and complete all the assignments within the specified time period. Students are required to
complete all the requirements defined for the completion of the course.
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CONTENTS:
Unit I: Introduction (6 Hrs.)
1.1 Management Specific Objectives
1.1.1 Functions of management To develop a foundational
1.1.2 Level and scope of management understanding of
1.1.3 Principles of management management, organization
1.2 Organization and engineering management
1.2.1 Characteristics of organization
1.2.2 Types of organization: formal and informal organizations, virtual
organization
1.3 Engineering Management
1.3.1 Importance of management in technology-driven environments
1.3.2 Engineering functions in organizations: product development, operations,
IT systems, quality assurance and others
1.3.3 Roles and responsibilities of an engineering manager
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CONTENTS:
Unit I: Introduction
1.1 Management
• Management is a process of designing and maintaining an environment in
which individuals work together in groups, efficiently and effectively to
accomplish selected aims.
• Organizations uses human, financial, physical and information resources from
the environment.
• Managers are responsible for combining and coordinating these various kinds
of resources to achieve the organization‘s goal.
• Thus managers are the human resources who work with and through other
people by coordinating their work activities in order to accomplish
organizational goals.
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CONTENTS:
Unit I: Introduction - Contd…
1.1 Management
Different writers and experts have defined management differently.
Marry Parker Follet: ―”Management is the art of getting things done through people”.
F. W. Taylor: “Management is knowing exactly what you want people to do, and then
seeing that they so it in the best and cheapest way”
Koontz and Weihrich: ―”Management is the process of designing and maintaining an
environment in which individuals, working together in groups, efficiently accomplish
selected aims”
Above definitions can be combined to define the management as:
• Management is a process of planning organizing, directing and controlling for getting
activities completed through and with peoples by the coordinated use of
organizational resources efficiently and effectively to accomplish the organizational
goals/objective.
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CONTENTS:
Unit I: Introduction –Contd… FIG 1.2: Management in organization

Planning
and
decision Organizing
making
Inputs Goals Attained
Human • Efficiently
resources
Financial resources • Effectively
Physical resources
Information
resources

Controlling Leading/Directing
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CONTENTS:
Unit I: Introduction ----Contd…

Thus we can summarize management as

• Getting things done by others
• Utilizing resources
• Through multi-stage processes
• To achieve organizational goals
• Management is integral to any organization and is vital for its success.
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CONTENTS:
Unit I: Introduction Contd…
1.1.1 Functions of management
• Managers are the individuals who achieve goals through other people.
• Their activities include making decisions, allocate resources and directing
activities of others to attain goals.
• The major functions that a manager completes can be categorized into four
different functions known as
• planning,
• organizing,
• leading, and
• controlling.
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1.1.1 Functions of management
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CONTENTS:
Unit I: Introduction
1.1.1 Functions of management
Planning:
The first of the managerial functions is planning. In this step the manager will create
a detailed action plan aimed at some organizational goal.

Planning is a process that includes defining goals, establishing strategy, and

developing plans to coordinate activities.

Planning is an ongoing step and can be highly specialized based on organizational

goals, division goals, departmental goals, and team goals. It is up to the manager to
recognize which goals need to be planned within his or her individual area.
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CONTENTS:
Unit I: Introduction
1.1.1 Functions of management
Planning:
Objectives of planning:
Analysis – how, in what order, with what resources
Anticipation – foresee potential difficulties, anticipate risk and plan to overcome them
accordingly.
Scheduling resources
Coordination and control – provide basis for co-ordinating the work among concerned;
provide a basis for predicting & controlling time and cost.
Production of data - to provide a framework for decision making in the event of change.
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CONTENTS:
Unit I: Introduction
1.1.1 Functions of management
Organizing
• The second of the managerial functions is organizing. Organizing involves
determining what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
• This step requires managers to determine how he or she will distribute resources
and organize employees according to the plan.
• Managers need to identify different roles and ensure that he or she assigns the
right amount of employees to carry out the plan.
• Managers also need to delegate authority, assign work, and provide direction so
that team can work towards their goals without having barriers in their way.
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Unit I: Introduction
1.1.1 Functions of management
Leading
• The third function of management is leading.
• Leading function includes motivating employees, directing others, selecting the most
effective communication channels, and resolving conflicts.
• In this step, managers spend time connecting with their employees on an
interpersonal level. This goes beyond simply managing tasks; rather, it involves
communicating, motivating, inspiring, and encouraging employees towards a higher
level of productivity.
• Not all managers are leaders. An employee will follow the directions of a manager
because they have to, but an employee will voluntarily follow the directions of a leader
because they believe in who he or she is as a person, what he or she stands for, and for
the manner in which they are inspired by the leader.
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CONTENTS:
Unit I: Introduction
1.1.1 Functions of management
Controlling
• Controlling is the final function of management.
• Controlling is the process of monitoring and evaluations activities to ensure
they are being accomplished as planned and correcting any significant
deviations.
• Once a plan has been carried out the manager evaluates the results against
the goals. If a goal is not being met, the manager must also take any necessary
corrective actions to continue to work towards that goal.
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CONTENTS:
Unit I: Introduction
1.1.1 Functions of management
Controlling
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CONTENTS:
Unit I: Introduction
1.1.2 Level and scope of management

A typical organization has several layers

of management. We can think of these
layers as forming a pyramid like the one
in Figure 1.3 "Levels of Management"

Top managers spend most of their

time in planning and decision
making, while first-line managers
focus on day-to-day operations.
FIG 1.4: Level of Management
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CONTENTS:
Unit I: Introduction
1.1.2 Level and scope of management
Middle Level managers
This level includes largest group of managers in most organization. Middle level
includes all levels of management between the supervisory level and the top
level of the organization. They are primarily responsible for implementing the
policies and plans developed by the top level and for supervising and
coordinating the activities of lower level managers. Department or agency head,
project leader, plant manager, unit chief, dean, or divisional manager represent
middle level manager.
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CONTENTS:
Unit I: Introduction
1.1.2 Level and scope of management
Lower Level Managers
The level of managers who are responsible for supervising, controlling and
coordinating the activities of operating employees are called lower level
managers. They are largely involved in handling day-to-day activities with the
help of operating level staffs. These levels of manager generally hold title as
supervisor, foreman, section head etc.
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CONTENTS:
Unit I: Introduction
1.1.2 Scope of management
The field of management is very wide. The operational areas of business management
may be classified into the following categories:
1. Production Management: Production management implies planning, organizing,
directing and controlling the production function so as to produce the right goods, in right
quantity, at the right time and at the right cost. It includes the following activities:
• designing the product
• location and layout of plant and building
• planning and control of factory operations
• operation of purchase and storage of materials
• repairs and maintenance
• inventory cost and quality control
• research and development etc.
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CONTENTS:
Unit I: Introduction
1.1.2 Scope of management
2. Marketing Management: Marketing management refers to the identification of
consumers needs and supplying them the goods and services which can satisfy these
wants. It involves the following activities:
• marketing research to determine the needs and expectation of consumers
• planning and developing suitable products
• setting appropriate prices
• selecting the right channel of distribution, and
• promotional activities like advertising and salesmanship to communicate with the
customers
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CONTENTS:
Unit I: Introduction
1.1.2 Scope of management
3. Financial Management: Financial management seeks to ensure the right amount and
type of funds to business at the right time and at reasonable cost. It comprises the
following activities:
• estimating the volume of funds required for both long-term and short-term needs
of business
• selecting the appropriate source of funds
• raising the required funds at the right time
• ensuring proper utilization and allocation of raised funds so as to maintain safety
and liquidity of funds and the credit- worthiness and profitability of business, and
• administration of earnings Thus, financial management involves the planning,
organizing and controlling of the financial resources.
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CONTENTS:
Unit I: Introduction
1.1.2 Scope of management
4. Personnel Management: Personnel management involves planning, organizing and
controlling the procurement, development, compensation, maintenance and integration
of human resources of an organization. It consists of the following activities:
• manpower planning
• recruitments,
• selection,
• training
• appraisal,
• promotions and transfers,
• compensation,
• employee welfare services, and
• personnel records and research, etc.
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CONTENTS:
Unit I: Introduction
1.1.2 Scope of management

Fig1.5: Scope of management

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CONTENTS:
Unit I: Introduction
Principles of management: ASSIGNMENT
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CONTENTS:
Unit I: Introduction
1.2 Organization
1.2.1 Characteristics of organization
1.2.2 Types of organization: formal and informal organizations, virtual
organization
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CONTENTS:
Unit I: Introduction
1.2 Organization
• An organization is a social group which distributes tasks for a collective goal.
Organization is the foundation upon which the whole structure of management is
built.
• It is the backbone of management Organizations are human associations.
• There are a variety of legal types of organizations, including:
• corporations, governments, non-governmental organizations, international
organizations, armed forces, charities, not-for-profit corporations,
partnerships, cooperatives, and universities.
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CONTENTS:
Unit I: Introduction
1.2 Organization
Definition of Organization from……..

Robins: An organization is a consciously coordinated social unit composed of two or

more people those functions on a relatively continuous basis to achieve a common
goal or set of goals.
Griffin: Organization is a group of people working together in a structured and
coordinated fashion to achieve a set of goals.
Chester I. Bernard: organization is a system of consciously coordinated activities of
two or more persons

Amitai Etzioni: Organization is planned units, deliberately structured for the purpose
of attaining specific goals
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CONTENTS:
Characteristics of organization :
• There should be two or more people and perform various function
• Organizations are goal oriented. They are created to achieve common goals.
• Organizations have continuity
• Organizations use technology to transform inputs into out puts
• Organizations have structures
• Organizations are open system
• Organizations are of many types:
• business, government, service, unions, international, political, cultural, etc.
• Organizations have several level- top, middle, lower as well as differentiated
functions
• An Organization is managed by its leader
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CONTENTS:
PRINCIPLES OF ORGANIZATION

Basic principles are listed below:

Division of Work – When employees are specialized, output can increase because they
become increasingly skilled and efficient.
Authority – Managers must have the authority to give orders, but they must also keep in
mind that with authority comes responsibility.
Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
Unity of Command – Employees should have only one direct supervisor.
Unity of Direction – Teams with the same objective should be working under the direction
of one manager, using one plan. This will ensure that action is properly coordinated.
Subordination of Individual Interests to the General Interest – The interests of one
employee should not be allowed to become more important than those of the group. This
includes managers.
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CONTENTS:
PRINCIPLES OF ORGANIZATION
Remuneration – Employee satisfaction depends on fair remuneration for everyone. This
includes financial and non-financial compensation.
Centralization – This principle refers to how close employees are to the decision-making
process. It is important to aim for an appropriate balance.
Scalar Chain – Employees should be aware of where they stand in the organization's
hierarchy, or chain of command.
Order – The workplace facilities must be clean, tidy and safe for employees. Everything
should have its place.
Equity – Managers should be fair to staff at all times, both maintaining discipline as
necessary and acting with kindness where appropriate.
Stability of Tenure of Personnel – Managers should strive to minimize employee turnover.
Personnel planning should be a priority.
Initiative – Employees should be given the necessary level of freedom to create and carry
out plans.
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CONTENTS:
1.2.2 Types of organization: formal and informal organizations, virtual
organization - ASSIGNMENT
The formal Organization
• is built on certain principles, i.e. around four key pillars, namely, (a) division of
labor, i.e. the whole work is divided into a number of small operations and each
operation is performed by a different person so that there is maximum
specialization; (b) scalar and functional processes, which implies that the
Organization grows both vertically and horizontally, (c) structure, which refers to
the overall arrangement ensuring proper balance between different parts of the
organization and secures the execution of all operations and the achievement of
organizational objectives; and (d) span of control, refers to the number of
subordinates directly reporting and accountable to one superior.
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CONTENTS:
1.2.2 Types of organization: formal and informal organizations, virtual
organization
• Characteristics of formal organization
• It is deliberately created by management
• It is created to accomplish predetermined goals
• It is based on division of work and job specialization
• Authority-responsibility of every position is clearly defined
• Communication channel is through scalar chain
• Members are guided by formal policies, plans, rules and procedures.
• It has long life in terms of continuity
• Much emphasis is placed on efficiency, discipline, conformity, consistency and
control
• It is slow in adapting in environmental changes.
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CONTENTS:
Criticisms of Formal Organization:
• individuals are ignored in determining the interactions, communication
and accountability;
• the ideal relationship assumes that rational human beings will stick to
rules and regulations but such assumption is hard to find in reality;
• Assumption that punishment or reward always brings a reaction among
humans (rabble hypothesis) also fails to succeed as humans are not
always motivated by rewards and punishment.;
• Rules and regulations of a formal Organization is too rigid and not
sensitive to changing times and circumstances, thus becomes difficult
over time to achieve the goals of the organization.

•
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CONTENTS:
Informal organization
• Informal organizations refers to the relationship between people in the
organization based on personal attitudes, emotions, prejudices, likes, dislikes, etc.
• These relations are not developed according to procedures and regulations laid
down in the formal organization structure; generally large formal groups give rise
to small informal groups.
• These groups are not preplanned; rather develop automatically/spontaneously
according to the organizational environment.
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CONTENTS:
Informal organization
Characteristics of informal organization
• It is unplanned and spontaneous (unstructured).
• It is based on common interest, attitude and work related needs.
• It results from human interactions or social relationship.
• It has no written plans, policies, rules and procedures
• It is guided by customs, conventions culture, group norms, values and
belief.
• Its membership is voluntary
• It quickly adapt the environmental change
• It has tendency to resist changes within the group.
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CONTENTS:
Informal organization---Contd….
Characteristics of informal organization
• The communication is through grapevine or informal channel.
• It coexists with the formal organization
• Its primary focus is person
• It has informal system of reward and punishment
• Its goals are not well-defined and consistent
• Power in informal organization is given by group members rather than
delegated by manager
• They do not have well defined tasks; nor they divided and subdivided
• The relationship is interpersonal not impersonal
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CONTENTS:
Informal organization
Advantages of informal organization

• Provides sense of belonging and security to members

• Acts as a safety valve for emotional problems
• Members get help on the job from one another
• Serves as an important channel of communication
• Social control through group norms is possible
• Authority of members can be kept under check
• Reduces need for close supervision by management
• Employees reaction about proposed managerial actions can be
known in advance
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CONTENTS:
Informal organization
Disadvantage of informal organizations
• Resistance to change
• Rumor spreading
• Interference on management decision
• Group think philosophy
• Role conflict and sub-optimization
Reasons for emergence or need for informal organization
• To fulfill social security, affiliation, esteem, etc.
• To work in close proximity with group.
• To share view with people with similar social, cultural, economic, etc.
composition
• To interacts with others.
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CONTENTS:
virtual organization- ASSIGNMENT
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1.3 Engineering Management
1.3.1 Importance of management in technology-driven environments
- ASSIGNMENT
1.3.2 Engineering functions in organizations: - ASSIGNMENT
• product development,
• operations,
• IT systems,
• quality assurance and
• others
1.3.3 Roles and responsibilities of an engineering manager- - ASSIGNMENT
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1.3 Engineering Management
• Engineering management is a field that combines technical problem-solving abilities of
engineering with organizational, administrative, legal, and planning abilities of
management
• It bridges the gap between engineering and business management, ensuring that
projects are completed on schedule and within budget
• Engineering managers oversee engineering projects, lead teams of engineers, and
manage budgets and production plans
• Engineering management is the application of engineering methods, tools, and
techniques to business management systems.
• An Engineering Manager is responsible for planning and coordinating projects,
supervising teams, and researching new products.
• They develop strategies, manage budgets, and ensure successful project execution.
• They work closely with teams and collaborate with other management personnel.
• Strong analytical, communication, and organizational skills are essential.
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1.3 Engineering Management
What is an Engineering Manager?
• An Engineering Manager is a professional responsible for planning and coordinating
projects, supervising teams, and researching new products in the field of engineering.
What does an Engineering Manager do?
• An Engineering Manager oversees the development and execution of projects,
manages budgets, and supervises multiple teams. They collaborate with other
management personnel, provide instructions to engineering teams, and ensure the
successful completion of projects on time and within budget. They also conduct
research and development for new designs, products, and processes, while
maintaining technical accuracy and coordinating work with other managers and staff.
Engineering Manager responsibilities include:
• Planning and executing strategies for completing projects on time
• Proposing and managing budgets for projects
• Supervising the work of multiple teams
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1.3 Engineering Management
Engineering Manager responsibilities include:
• Research and develop designs and products
• Determine the need for training and talent development
• Hire contractors and build teams
• Ensure products have the support of upper management
• Provide clear and concise instructions to engineering teams
• Lead research and development projects that produce new designs, products, and
processes.
• Check their team’s work for technical accuracy
• Coordinate work with other managers and staff
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1.3 Engineering Management
What does an Engineering Manager do?
• An Engineering Manager plans and coordinates projects, supervises teams, and
conducts research for new products in the field of engineering.
What are the duties and responsibilities of an Engineering Manager?
• An Engineering Manager is responsible for executing project strategies, managing
budgets, supervising teams, researching and developing new products, and ensuring
projects are completed on time and within budget.
What makes a good Engineering Manager?
• A good Engineering Manager possesses strong communication skills, organization,
technical expertise, problem-solving abilities, and the ability to work collaboratively
with teams and deliver clear instructions.
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1.3 Engineering Management
Who does an Engineering Manager work with?
An Engineering Manager collaborates with other management personnel, engineers
specializing in different areas, and various teams across the organization.
What skills should an Engineering Manager have?
An Engineering Manager should have analytical skills, communication skills, attention to
detail, math skills, organizational skills, and relevant training and certifications in
engineering management
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CONTENTS:
Unit II: Planning and Organizing (6 Hrs.)
2.1 Planning
2.1.1 Levels of planning: strategic, tactical and operational
2.1.2 Steps in planning
2.1.3 Tools for planning
Specific Objectives
2.1.4 Importance of planning
To familiarize students with
2.2 Organizing the planning and organizing
2.2.1 Process of organizing and identify their emerging
2.2.2 Organization structure issues in ICT enterprises
2.2.3 Types of organization structure
2.2.2.1 Traditional structure: line and functional
2.2.2.2 Modern structure: matrix, network, hybrid
2.4 Emerging planning and organizing issues for ICT enterprises
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CONTENTS:
Unit II: Planning and Organizing (6 Hrs.)
2.1 Planning
• The first of the managerial 1st functions is planning.
• In this step the manager will create a detailed action plan aimed at some
organizational goal.
• Planning is a process that includes defining goals, establishing strategy, and
developing plans to coordinate activities.
Organizing
• The second of the managerial 2nd functions is organizing.
• Organizing involves determining what tasks are to be done, who is to do them,
how the tasks are to be grouped, who reports to whom, and where decisions
are to be made.
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CONTENTS:
Unit II: Planning and Organizing
2.1.1 Levels of planning:
• strategic, tactical and operational
2.1.2 Steps in planning
2.1.3 Tools for planning
2.1.4 Importance of planning
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Levels of planning:

CONTENTS:
Unit II: Planning and Organizing
2.1.1 Levels of planning:
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Levels of planning:
Main characteristics of strategic planning
•Comprehensive vision: Strategic planning involves a global view of the
organization, considering its mission, vision, values, and long-term objectives.
•Executive responsibility: The responsibility for formulating and implementing
strategic planning falls on the company’s senior management and key
executives.
•Long-term: Strategic planning covers broader time horizons, usually five to
ten years, allowing the organization to set and achieve long-term goals and
adapt to changes in the external environment.
Senior management and key executives are responsible for leading the
strategic planning process; ensuring that the strategies adopted are aligned
with the organization’s long-term vision and the conditions of the external
environment.
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Levels of planning:
Main characteristics of tactical planning
Specificity: Tactical actions are detailed and directed towards specific areas of
the organization.
Departmental responsibility: Each department or functional unit develops and
implements its tactical strategies.
Short and medium term: Tactical planning generally covers one to three years,
adapting to changes and demands in the business environment.

Middle managers are primarily responsible for executing tactical planning,

ensuring that daily operations are aligned with the company’s short- and
medium-term objectives.
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Levels of planning:
Main characteristics of operational planning
Execution responsibility: The responsibility for implementing operational
planning falls on supervisors, team managers, and operational staff who carry
out the company’s daily activities.
Short-term: Operational planning generally covers a short-term time horizon,
ranging from weeks to a year, focusing on immediate actions and day-to-day
operations.
Specificity and detail: The actions outlined in operational planning are
particular and detailed, aiming to optimize processes and resources to achieve
short-term goals.
Supervisors and line managers are primarily responsible for executing
operational planning, ensuring that daily activities align with the company’s
immediate operational objectives and that resources are efficiently allocated
to meet daily demands.
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How do strategic, operational, and tactical planning differ?
Strategic, operational, and tactical planning differ in scope, time frame, and purpose:
Strategic Planning:
- Scope: Organization-wide, long-term goals and direction.
- Time Frame: Long-term (3 to 5 years or more).
- Purpose: Sets the vision, mission, and overarching goals.
Operational Planning:
- Scope: Specific departments or functions, short-term goals.
- Time Frame: Short-term (typically one year).
- Purpose: Details the actions and resources needed to achieve strategic goals.
Tactical Planning:
- Scope: Specific projects or initiatives, medium-term goals.
- Time Frame: Medium-term (months to a year).
- Purpose: Bridges the gap between strategic and operational plans by outlining specific
tactics to achieve operational goals.
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
Planning Process
The planning function of management is one of
the most crucial ones. It involves setting the
goals of the company and then managing
the resources to achieve such goals. As you can
imagine it is a systematic process involving eight
well thought out steps. Let us take a look at the
planning process.

2.1.3 Tools for planning

2.1.4 Importance of planning
2.1.2 Steps in planning
ENGINEERING MANAGEMENT

2.1.3 Tools for planning

2.1.4 Importance of planning
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
Planning Process
As planning is an activity, there are certain reasonable measures for every manager to follow:
(1) Setting Objectives
•This is the primary step in the process of planning which specifies the objective of an organisation,
i.e. what an organization wants to achieve.
•The planning process begins with the setting of objectives.
•Objectives are end results which the management wants to achieve by its operations.
•Objectives are specific and are measurable in terms of units.
•Objectives are set for the organization as a whole for all departments, and then departments set
their own objectives within the framework of organizational objectives.
Example:
A mobile phone company sets the objective to sell 2,00,000 units next year, which is double the
current sales.

2.1.3 Tools for planning

2.1.4 Importance of planning
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
(2) Developing Planning Premises
Planning is essentially focused on the future, and there are certain events which are
expected to affect the policy formation.
Such events are external in nature and affect the planning adversely if ignored.
Their understanding and fair assessment are necessary for effective planning.
Such events are the assumptions on the basis of which plans are drawn and are
known as planning premises.
Example:
The mobile phone company has set the objective of 2,00,000 units sale on the basis
of forecast done on the premises of favorable Government policies towards
digitization of transactions.

2.1.3 Tools for planning

2.1.4 Importance of planning
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
(3) Identifying Alternative Courses of Action
Once objectives are set, assumptions are made.
Then the next step is to act upon them.
There may be many ways to act and achieve objectives.
All the alternative courses of action should be identified.
Example:
The mobile company has many alternatives like reducing price, increasing
advertising and promotion, after sale service etc.

2.1.3 Tools for planning

Assignment
2.1.4 Importance of planning
Assignment
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
(4) Evaluating Alternative Course of Action
In this step, the positive and negative aspects of each alternative need to be
evaluated in the light of objectives to be achieved.
Every alternative is evaluated in terms of lower cost, lower risks, and higher
returns, within the planning premises and within the availability of capital.
Example:
The mobile phone company will evaluate all the alternatives and check its pros
and cons.
(5) Selecting One Best Alternative
The best plan, which is the most profitable plan and with minimum negative
effects, is adopted and implemented.
In such cases, the manager’s experience and judgement play an important role in
selecting the best alternative.
Example:
Mobile phone company selects more T.V advertisements and online marketing
with great after sales service.
2.1.2 Steps in planning ENGINEERING MANAGEMENT
(6) Implementing the Plan
This is the step where other managerial functions come into the picture.
This step is concerned with “DOING WHAT IS REQUIRED”.
In this step, managers communicate the plan to the employees clearly to help convert the
plans into action.
This step involves allocating the resources, organizing for labor and purchase of machinery.
Example:
Mobile phone company hires salesmen on a large scale, creates T.V advertisement, starts
online marketing activities and sets up service workshops.
(7) Follow Up Action
Monitoring the plan constantly and taking feedback at regular intervals is called follow-up.
Monitoring of plans is very important to ensure that the plans are being implemented
according to the schedule.
Regular checks and comparisons of the results with set standards are done to ensure that
objectives are achieved.
Example:A proper feedback mechanism was developed by the mobile phone company throughout its branches
so that the actual customer response, revenue collection, employee response, etc. could be known.
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
2.2 Organizing
2.2.1 Process of organizing
2.2.2 Organization structure
2.2.3 Types of organization structure
2.2.2.1 Traditional structure: line and functional
2.2.2.2 Modern structure: matrix, network, hybrid
2.4 Emerging planning and organizing issues for ICT enterprises
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
2.2 Organizing

• The second of the managerial functions is organizing. Organizing involves

determining what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.

• Organizing refers to grouping elements of an organization in the most effective

way. To accomplish an organization’s goals efficiently and effectively, all its
resources must be integrated and coordinated to define the essential relationships
between people, tasks, and activities.
2.2.1 Process of organizing
2.2.2 Organization structure
2.2.3 Types of organization structure
2.2.2.1 Traditional structure: line and functional
2.2.2.2 Modern structure: matrix, network, hybrid
2.4 Emerging planning and organizing issues for ICT enterprises
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
2.2.1 Process of organizing
• The process of organizing is complex. It requires a thorough understanding of
organizational policies, plans, and strategies.
• Following are the steps involved in organizing
.

1.Defining the objectives

2.Identifying and grouping activities Identification of activities
3.Responsibilities and duties are assigned
4.Authority delegation
5.Coordination of activities
6.Identifying positions and distinguishing them
7.Reorganizing and reviewing
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
2.2.1 Process of organizing

a) Defining the objectives: Organizations are established to accomplish certain

goals. As a result, an organization’s long- and short-term objectives are
essential. Long-term objectives should be supported by short-term objectives.
.

It is important to set measurable, realistic, achievable, and attainable

objectives.
b) Identifying and grouping activities Identification of activities: Identifying
all organizational activities is the first step in organizing. Depending on the
size and nature of the organization, organizational activities may vary. Among
them are finance and accounting, production and operation, marketing and
sales, human resources, and research and development. It is called
departmentalization when related activities are combined and grouped into
units or departments.
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
2.2.1 Process of organizing

c) Responsibilities and duties are assigned: Different individuals are assigned

responsibilities and duties according to their skill, knowledge, abilities, and
aptitudes in this step. Everyone has a clear understanding of. their
responsibilities. The goal is to avoid duplication of effort and overlapping of work.
Individuals are assigned specific jobs based on their qualifications and made
responsible for their accomplishments.

d) Authority delegation: Each individual is delegated authority to perform the

assigned duties effectively after duties have been assigned. You should delegate
authority in proportion to the responsibilities you have been assigned.
From the top of the structure down, delegation of authority establishes a clear
hierarchy of authority.
2.1.2 Steps in planning
ENGINEERING MANAGEMENT
2.2.1 Process of organizing
e) Coordination of activities: Coordinating activities is part of organizing. In order to
achieve a common goal, activities are arranged in an orderly manner. This ensures
harmony and synchronization between different departments and groups. It is
.
necessary to coordinate activities in order to prevent conflicts between employees
and departments, duplication of work, and time and effort waste.

f) Identifying positions and distinguishing them: It is also important to differentiate

between line and staff positions when organizing. Line positions are those in the
direct chain of command. Achieving organizational goals is its responsibility.
Alternatively, staff positions provide line managers with expertise, advice, and
support.
g) Reorganizing and reviewing: As internal and external factors change, the
organizing process must be continuously reviewed and appraised in order to adjust or
modify the organization structure.
 ENGINEERING MANAGEMENT
2.2.2 Organization structure
• An organizational structure is the grouping of resources at different levels
depending on their responsibilities, power, and position. It helps various
departments in a company exchange data, coordinate, and work together to
achieve business goals. .

• An organizational structure consists of activities such as task allocation,

coordination and supervision, which are directed towards the achievement of
organizational aims. It can also be considered as the viewing glass or perspective
through which individuals see their organization and its environment.
• According to Stoner- ―organizational structure is the way in which an
organization‘s activities are divided, organized and coordinated‖. An
organization can be structured in many different ways, depending on their
objectives
 ENGINEERING MANAGEMENT
2.2.3 Types of organization structure
I. Line organization/scalar
structure/military
organization Characteristics:
• Oldest form of .

organization
• There is direct and fixed line of authority
between superior and subordinate
• Authority flows from top to down in the
organizational hierarchy
• It entitles a manager to direct the work of
subordinates
• one employee has only one boss
 ENGINEERING MANAGEMENT
2.2.3 Types of organization structure
Merits of Line organization Demerits of Line organization

➢ Simple to design and easy to understand ➢ Tends to be rigid and inflexible

➢ Authority-responsibility relationships are ➢ Centralization of authority at the top. can lead to
clear and definite autocratic behavior
➢ Unity of command ➢ Superiors are overburdened with diverse jobs
➢ Managers can make prompt decision within ➢ Nepotism and favoritism prevail due to control
the limits of their authority of activities
➢ This structure is less expensive because staff ➢ Generally one way communication from top to
specialists are not required bottom
➢ More flexible on such environment change ➢ Lack of expert advice can lead to waste of
➢ Easy to fix responsibility to each staff resources
➢ Sub optimization emerges because every
department works for its own interests.
 ENGINEERING MANAGEMENT
2.2.3 Types of organization structure

I. Line and staff organization Characteristics

➢ Line and staff organization is characterized by both line and staff position.
.

➢ A line portion is a position in the direct chain of command that is responsible

for the achievement of an organization‘s goal.
➢ Line functions directly contribute to goal accomplishment. It contains the
power to make and execute decision.
➢ A staff position is intended to provide expertise, advice and support for line
positions. Staff functions contribute indirectly to goal accomplishment.
 ENGINEERING MANAGEMENT
I. Line and staff organization Characteristics

.
 ENGINEERING MANAGEMENT
I. II . Functional organization

• Functional organization is a type of organizational structure that uses the

principle of specialization based on function or role. It allows decisions to. be
decentralized since issues are delegated to specialized persons or units, leaving
them the responsibility of implementing, evaluating, or controlling the given
procedures or goals. Thus a functional organization, in which everyone engaged
in one functional activity such as marketing or finance, is grouped into one unit.

• F. W. Taylor-father of scientific management-originally developed the

concept of functional structure. It is most commonly used by small size
organization.
 ENGINEERING MANAGEMENT
I. III . Functional organization

Characteristics of functional organization

➢ Organizational members are grouped into .

functional
departments
➢ It focuses on specialization as every manger
concentrates on a particular function
➢ Establish definite relationship between divided units
➢ It focuses only on organizational functions
such as marketing, finance, rather than the
basic managerial functions such as planning or
controlling
➢ A subordinate refers to multiple bossed for different
functions
 ENGINEERING MANAGEMENT
Merits of Functional organization
Demerits of Functional organization
➢ It facilitates work specialization
➢ It allows coordination within function ➢ It can be difficult to get quick decision
because functional manager has to report
➢ Specialists mangers increase efficiency to top authority .

➢ increase in operational efficiency ➢ problems and difficulties of multiple command

➢ It makes supervision easier since ➢ It is often harder to determine
accountability and judge performance
each manager must be expert in only because a subordinate is related to his
a narrow range of skills functions in all department
➢ It is more complicated in operation
➢ Makes easier to mobilize specialized skills
and bring them ➢ lack of well-defined responsibility
➢ to bear where they are most needed ➢ There can be self-centered narrow departmental
focus
➢ Facilitates career progression within
functional areas
➢ Overburden of work is reduced
 ENGINEERING MANAGEMENT
III. Matrix Structure
• A matrix structure provides for reporting levels both horizontally as well as vertically.
Employees may be part of a functional group but may serve on a team that supports new
.

product development.
• This kind of structure may have members of different groups working together to develop a
new product line.
• The advantage of a matrix organizational structure is that employees have responsibility not
only for their department but for organizational projects.
• A challenge with this type of structure presents itself when employees are given direction
from two different managers and they need to prioritize their work responsibilities.
IV. Matrix Structure
ENGINEERING MANAGEMENT

.
IV. Matrix Structure
ENGINEERING MANAGEMENT

Advantages:
➢ Decentralized decision making. Disadvantages:
➢ Strong product/project co- ➢ High administration cost. .

ordination. ➢ Potential confusion over authority and

➢ Improved environmental responsibility.
monitoring. ➢ High prospects of conflict.
➢ Fast response to change. ➢ Overemphasis on group decision making.
➢ Flexible use of resources. ➢ Excessive focus on internal relations.
➢ Efficient use of support systems.
IV. Matrix Structure
ENGINEERING MANAGEMENT
• This type of organization is often used when the firm has to be highly responsive
to a rapidly changing external environment. In matrix structures, there are
.
functional managers and product (or project or business group) managers.
Functional manager are in charge of specialized resources such as

• production, quality control, inventories, scheduling and marketing.

• Product or business group managers are Incharge of one or more products and are
authorized to prepare product strategies or business group strategies and call on
the various functional managers for the necessary resources.
IV. Matrix Structure
ENGINEERING MANAGEMENT
• The problem with this structure is the negative effects of dual authority similar to
that of project organization. The functional managers may lose some of their
.
authority because product managers are given the budgets to purchase internal
resources.

• In a matrix organization, the product or business group managers and functional

managers have somewhat equal power.

• There is possibility of conflict and frustration but the opportunity for prompt and
efficient accomplishment is quite high.
 ENGINEERING MANAGEMENT
2.2.2.2 Modern structure: matrix, network, hybrid

• “Hybrid” means combining two different things. A hybrid organizational structure

combines elements of both traditional hierarchical and modern flat structures,
integrating functional, divisional, and matrix models. This approach allows for
.
flexibility, better resource allocation, and enhanced communication across various
departments and projects.
• A real-life example of a hybrid organizational structure is Google, which blends
functional departments like engineering and marketing with project-based teams
for specific products. This structure allows Google to innovate quickly while
maintaining efficient operations.
What are the benefits of a hybrid
organizational structure? • Development of cross-functional skills
• Efficient resource use • Specialized and collaborative teams
• Empowerment and job satisfaction • Scalability and growth
• Responsibility and social engagement • Flexibility
• Effective communication and collaboration
 ENGINEERING MANAGEMENT
2.2.2.2 Modern structure: matrix, network, hybrid
• “Hybrid”

.
 ENGINEERING MANAGEMENT
2.2.2.2 Modern structure: matrix, network, hybrid
What Are the Disadvantages of a Hybrid Structure?
Conflicts between departments and divisions and confusion about the line of authority
are a few potential drawbacks of a hybrid organizational structure.
.

Network organization:
• A network organization is a decentralized company structure that operates as a
network of autonomous businesses or business units as opposed to a traditional
centralized, hierarchical structure.
• Each unit is responsible for its own profit and losses, and all units share a common
goal of maximizing the value of the network as a whole.
• Units can share resources and collaborate where it makes sense to do so
commercially. Units can be under the same consumer brand or operate under
independent brands.
 ENGINEERING MANAGEMENT
2.2.2.2 Modern structure: matrix, network, hybrid
Network organization:

Network organizations can be described as a structure in which individuals are

connected through a series of relationships. These relationships can be categorized
. into
various types:
• Vertical: Refers to status relationships (boss/employee)
• Horizontal: Refers to task relationships (colleague/co-worker)
• Initiative/Assignment based: Refers to forming and adjourning teams that only exist
for a specific purpose and then disbands
• 3rd party relationships: Relationships with vendors or sub-contractors that are not
permanent members of the organization
• Partnerships: Collaborating with other organizations or sharing resources to the
benefit of both parties.
 ENGINEERING MANAGEMENT
2.2.2.2 Modern structure: matrix, network, hybrid
Network organization:

.
 ENGINEERING MANAGEMENT
2.2.2.2 Modern structure: matrix, network, hybrid
Network organization:
Advantages of a network structure
• This type of structure has a number of advantages, chief among them flexibility and
scalability. .
• Since teams can be created and disbanded as needed, a network organization is very
flexible and can easily adapt to changes in the market or the business landscape. And
because teams are interconnected, new employees can be quickly integrated into the
organization without having to go through a lengthy onboarding process.
• Another benefit of a network organization is that it is scalable. The network can easily
be expanded when the company grows to accommodate the additional employees.
And if the company needs to downsize, the network can be shrunk to fit the new,
smaller workforce.
• A network organization is an ideal structure for constantly changing and evolving
companies. It is also a good choice for companies that are growing rapidly or that have
a large workforce.
 ENGINEERING MANAGEMENT
2.4 Emerging planning and organizing issues for ICT enterprises - ASSIGNMENT

.
 ENGINEERING MANAGEMENT
CONTENTS:
Unit III: Motivation and Leadership (6 Hrs.)
3.1 Motivation
3.1.1 Theories of motivation: Maslow’s hierarchy, Herzberg’s two factor,
Expectancy, Equity
3.1.2 Techniques for motivation Specific Objectives
To enable students to analyze
and address key issues in
motivating and leading a
3.2 Leadership technical workforce
3.2.1 Leadership styles: autocratic, democratic, servant and
transformational
3.2.2 Characteristics of learning organization in the ICT industry
3.3 Challenges and strategies for motivating and leading technical workforce
 ENGINEERING MANAGEMENT
CONTENTS:
Unit III: Motivation and Leadership - PDF
3.3 Challenges and strategies for motivating and leading technical workforce
1. Preparing For The Post-Pandemic Workplace
The biggest challenge is to execute current operations at the same pace for the next two
to three years. The remote infrastructure and work-from-home environments were set
up during the lockdown. Getting back to completely normal operations before the third
wave ends is a huge challenge before us. The final arrangement will likely be somewhere
in the middle and include partial work from home. - Bhagvan Kommadi, Value
Momentum
2. Keeping Up With New Tech Developments
Across the globe, the theme is clear: We are time-strapped. At the same time we are looking to achieve
better balance, there is an increasing demand for our time and attention. With more content available
than we can consume, the biggest challenge for tech teams is carving out time for skilling. As tech
continues to evolve, we must ensure teams are keeping pace with learning and development. - Shaheen
Yazdani, Intercept
 ENGINEERING MANAGEMENT
CONTENTS:
Unit III: Motivation and Leadership - PDF
3.3 Challenges and strategies for motivating and leading technical workforce
3. Finding Enough Skilled Team Members
A lack of digital skills is the biggest challenge that tech teams are facing. We have boundless
technology with unfettered access to innovative solutions; however, we simply don’t have
enough skilled people to realize the potential. This does not have a quick fix. We must invest in
reskilling, promote new talent and reward a continual learning culture. It will take focus to
overcome this. - Nick Herbert, Fujitsu

4. Retaining Top Talent

The biggest challenge facing tech teams right now is securing and retaining top talent. With
hashtags such as #greatreshuffle trending on social media, it’s certainly a candidates’ market.
Tech leaders need to clearly articulate their organization’s purpose, values and employee value
proposition to attract like-minded individuals who will stick around for more than a paycheck. -
Andrea Davey, Scout Talent Group
 ENGINEERING MANAGEMENT
CONTENTS:
Unit III: Motivation and Leadership - PDF
3.3 Challenges and strategies for motivating and leading technical workforce
5. Ensuring Both Agility And Productivity
A big challenge is the diversity of available technology choices. We need to ensure that
decision making is as decentralized as possible to drive agility while also ensuring that there is
a defined stack and set of tools to ensure productivity. This can be achieved through blending
clear data and tech stack governance principles with an organizational structure that has well-
defined roles. - Manoj Narayanan, Real Chemistry
6. Managing Cybersecurity
As companies head back to the office or embrace hybrid working, security will be one of the
most important challenges. Leaders should never assume their cybersecurity controls are
complete. Cybersecurity should be managed in the same way as a product development
lifecycle—it is never finished, and it needs constant iteration. Cybercriminals are always
changing and evolving, so security controls need to do the same. - Pete Hanlon, Moneypenny
 ENGINEERING MANAGEMENT
CONTENTS:
Unit III: Motivation and Leadership - PDF
3.3 Challenges and strategies for motivating and leading technical workforce
7. Understanding What Resources To Use And When
The complexity in today’s IT environment is further exacerbated by multiple cloud environments
and data centers. This complexity can be bridged, but it requires a commitment to removing the
cognitive load from tech teams by guiding them to the right resources—and the right locations for
these resources—without compromising security and agility. - Rick Kilcoyne, CloudBolt Software

8. Enabling Cross-Functional Collaboration

Tech leaders must ensure collaboration among cross-functional departments. Tech and digital
transformation teams are forced into digital exploration phases to ensure knowledge transfer
and needs are properly assessed. Appoint an appropriate product manager to do a full gap
analysis and assessment to eliminate the burden on day-to-day resources and develop virtual
demos for multiple stakeholders. - Amanda Dorenberg, COMMB
 ENGINEERING MANAGEMENT
CONTENTS:
Unit III: Motivation and Leadership - PDF
3.3 Challenges and strategies for motivating and leading technical workforce
9. Prioritizing Multiple Tasks For Smaller Teams
The complexity of tech today almost defies description, and the result is rampant burnout.
There is so much to be done, whether it’s improving cybersecurity features or rewriting
team norms to enable distributed work—and there aren’t enough hours in the day. Until
teams are fully staffed to manage the load, CIOs must get comfortable with ruthless
prioritization of tasks for their teams. - Kim Huffman, Elastic

10. Motivating And Challenging Tech Talent

A big challenge is attracting and keeping the best people in a market where there are
shortages of talent. Our people are our most important asset—without them, innovations
that make products attractive and deliver profitable growth don’t happen. Offer the chance
to work on cutting-edge products, invest in their road of continuous learning and give a clear
career path that motivates them. - Alex Cresswell, Thales Group
 ENGINEERING MANAGEMENT
CONTENTS:
Unit IV: Human Resource Management and Control (8 Hrs.) Specific Objectives
4.1 Human Resource Management To enhance students' knowledge of
human resource management and
4.1.1 Functions of human resource management
control functions, emphasizing their
4.1.2 Job analysis, job specification, job description practical application for managing ICT
4.1.3 Recruitment and selection organization
4.1.4 Human resource training (on the job and off the job)
4.1.5 Performance appraisal and methods
4.1.6 Challenges in managing people in
ICT workforce
4.2 Control
4.2.1 Importance
4.2.2 Process and types
4.2.3 Techniques
4.2.4 ICT tools for effective control of engineering projects and organizations.