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Transcript of LECTURE 2.pdf
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;
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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.
www.engineering-resource.com
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.
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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.
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• 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.
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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)
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• 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
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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
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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
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WHY ENGINEERS NEED MANAGEMENT?
(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.
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WHY ENGINEERS NEED MANAGEMENT?
(CONT….)
• Successful Projects
• Done by a group of people with good
– Organization, communication
– Leadership, motivation, influence
– Focus on a goal
– Decision making, problem solving
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WHY ENGINEERS NEED MANAGEMENT?
(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.
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WHY ENGINEERS NEED MANAGEMENT?
(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.
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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
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Personality Types
• Myers-Briggs Type Indicator
– Extrovert/Introvert (external/internal)
– Sensing/iNtuitive (concrete/abstract)
– Thinking/Feeling
– Judging/Perceiving (planned/spontaneous)
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Uses of Personality Typing
• Person-job match
• Identify areas for development
• Anticipating and resolving conflict
• Promoting diversity
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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
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• 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…!!!!!!!!
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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
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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
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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
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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
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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
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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
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ASSIGNMENT
• Online Assessments
• Personal Style Inventory
• Skills Inventory
• http://www.d.umn.edu/careers/services/assess
ments.html
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LEARNING OBJECTIVES
• Organization And Its Resources
• Four Basic Management Functions In
Organizations
• Kinds Of Managers
• Basic Managerial Roles And Skills
Lecture 2
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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:
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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:
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Management in Organizations
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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
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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:
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The Managerial Process
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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?
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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?
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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.
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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.
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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.
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Kinds of Managers
First-Line Managers
– Supervise and
coordinate the
activities of operating
employees.
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Kinds of Managers by
Level and Area
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Managing in Different
Areas of the Organization
• Marketing Managers
• Financial Managers
• Operations Managers
• Human Resource Managers
• Administrative Managers
• Specialized Management
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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.
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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
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Technical Skills
• Necessary to
accomplish or
understand the
specific kind of work
being done.
• These skills are
especially important
for first line
managers.
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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
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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.
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Diagnostic Skills
• Skills that enable a
manager to visualize
the most appropriate
response to a
situation.
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Communication Skills
• A manager’s
abilities both to
effectively convey
ideas and
information to others
and to effectively
receive ideas and
information from
others.
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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.
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Time-Management Skills
• The manager’s
ability to prioritize
work, to work
efficiently, and to
delegate
appropriately.
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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:
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Figure 1.4: Sources of
Management Skills
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The Nature of Management
The manager’s job is
fraught with:
– Uncertainty
– Change
– Interruption
– Fragmented activities
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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.
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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?
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