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Lecture 1 Intro to Management

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18 views39 pages

Lecture 1 Intro to Management

Uploaded by

Nard Guevarra
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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ENGINEERING MANAGEMENT

INTRODUCTION
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 (ABET)
MANAGEMENT

 A set of activities (including planning and decision making, organizing,


leading and control) directed at an organization’s resources (human,
financial, physical and informational) with the aim of achieving
organizational goals in an efficient and effective manner.
ENGINEERING MANAGEMENT

 Engineering Management is a process of leading and controlling a


technical function/enterprise.

 Engineering management is similar to other definitions of management,


but with a slant toward technical issues.
Areas of Engineering Management

 Product Development
 Manufacturing
 Construction
 Design Engineering
 Industrial Engineering
 Technology
 Production
 Managers within the field of engineering are trained to understand
Human resource management, finances, industrial psychology, quality
control, operations research and environmental management.
MANAGEMENT IN ORGANIZATIONS
MANAGEMENT IN ORGANIZATIONS

 The purpose of management is to set goals for the company and to


help meet those goals as efficiently and effectively as possible.

 There are different functions of management: PLANNING,


DECISION MAKING, ORGANIZING, LEADING, AND
CONTROLLING.
MANAGEMENT FUNCTIONS
PLANNING

Setting goals and deciding how best to achieve them.

the act or process of creating goals and objectives as well as


the strategies to meet them

involves figuring out the resources that are needed and the
standards that must be met.
DECISION-MAKING

Selecting a course of action from a set of alternatives.


ORGANIZING

grouping activities and resources in a logical fashion.

getting the resources arranged in an orderly and functional


way to accomplish goals and objectives
ORGANIZING

 A manager is responsible for organizing people,


work processes, and equipment.

 A manager may be involved in creating an


organizational chart.
LEADING

Leading:
 Providing direction and vision
 Processes to get members of the organization to work together to
further the interests of the organization.
LEADING

Leading involves:

 Setting standards
 Delegating work
 Enforcing policies
 Resolving conflicts
LEADING: HOW GOOD MANAGERS LEAD BY
EXAMPLE

RESPECT HONESTY LOYALTY

STRONG WORK
COURTESY MOTIVATION
AND ETHIC

INITIATIVE COOPERATION PUNCTUALITY


CONTROLLING

Controlling:
 Monitoring organizational progress toward goal attainment
and taking corrective action when needed.
 involves several tasks, including monitoring customer
satisfaction.
 keeping the company on track and making sure goals are
met
CONTROLLING

MONITORING
KEEPING TRACK KEEPING TRACK
THE QUALITY
OF BUDGET OF SCHEDULE
OF WORK

MONITORING TAKING MONITORING


THE CORRECTIVE CUSTOMER
PERFORMANCE ACTIONS SATISFACTIONS
MANAGEMENT FUNCTIONS
MANAGEMENT LEVELS AND AREAS
ORGANIZING AND STAFFING

 TOP-LEVEL MANAGER

a manager who is responsible for setting goals and


planning for the future as well as leading and controlling the
work of others
ORGANIZING AND STAFFING

MIDDLE MANAGER

 a manager who carries out the decisions of top managers.

 they are often responsible for various departments in a


business
ORGANIZING AND STAFFING

OPERATIONAL MANAGER

 a manager who is responsible for the daily operations of a


business
 Supervisors, office managers, and crew leaders are types of
operational managers.
MANAGEMENT LEVEL AND AREAS
MANAGEMENT LEVELS
Reasons why an engineering background
can help prepare for management
positions
1. Engineers: logical, methodical, objective, and make
unemotional decisions based on facts.

2. Use their technical knowledge to check the validity of


information.
3. Can analyze problems thoroughly, look beyond the
immediate ones, and ask good questions to explore
alternative solutions to technical problems.

4. Understand what motivates engineers


5. Can review and evaluate the work of their subordinates
since they understand what they are doing.

6. Can engage in future planning with appropriate


consideration for technology and its relationship to cost
effectiveness.
7. Engineering backgrounds help in technical
discussions with customers.

8. Their background increases the manager's


credibility with subordinates, customers, and
superiors. People attribute qualities, abilities,
skills, and knowledge to them, which allows
the manager to influence those who have that
perception.
ROLE DIFFERENCE BETWEEN
ENGINEERS AND MANAGERS
ENGINEERS VS MANAGERS
 Both engineers and managers are trained to be decision
makers in a complex environment.

 Both allocate resources for the operation of existing systems


or for the development of new systems.
 Both have to recognize, identify and evaluate the
interactions among system components. (Cleland and
Kocaoglu 1981)
END OF LECTURE

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