Week_12 _ Engineering Management .pdf
- 3. Engineering is the application of laws of Mathematics and natural sciences to transform the scarce resources of nature for the benefit of human race. These resources include every thing from ores and crops to information and energy Engineering is the application of scientific, economic, social, and practical knowledge in order to invent, design, build, maintain, and improve structures, machines, devices, systems, materials and processes.
- 4. According to Follet management is defined as: ◦ The art of getting things done through the efforts of other people. George R Terry defines management as: ◦ “a process consisting of planning, organizing, actuating and controlling performed to determine and accomplish the objectives by the use of people and resources”. According to Donald J Clough: ◦ “Management is the art and science of decision making and leadership”.
- 5. A set of activities (including planning, 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 Successful engineering managers typically require training and experience in business and engineering.
- 6. Efficiency is the ability to get things done correctly and is a mathematical concept. An efficient manager is one who achieves higher outputs(results, productivity, performance) relative to the inputs(labor, materials, money, machines, and time) needed to achieve them Managers who can minimize the cost of the resources used to attain a given output are considered efficient.
- 7. Effectiveness is the ability to do the right things or to get things accomplished. This includes choosing the most appropriate objectives and the proper methods of achieving the objectives. Effective managers select the right things to do and the right method for getting them done.
- 9. Engineering Management is a specialized form of management that is concerned with the application of engineering principles to business practice. Engineering management is the fusion of business and engineering principles Engineering management is the discipline where engineers combine management skills with technical expertise to coordinate work in various technical fields such as product design, development, and manufacturing.
- 10. 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.
- 11. What Engineers Do What Managers Do Minimize risk Take calculated risks Emphasize accuracy and mathematical precision Rely heavily on intuition, take educated guesses, and try to be "about right" Exercise care in applying sound scientific methods on the basis of reproducible data Exercise leadership in making decisions under widely varying conditions based on sketchy information Solve technical problems based on their own individual skills Solve techno-people problems based on skills in integrating the talents of others Work largely through their own abilities to get things done Work through others to get things done
- 12. Position Engineer Manager Focus More concerned with things technical/scientific More concerned with people Decision making Makes decisions with much information, under conditions of greater certainty Makes decisions often with inadequate information, under conditions of greater uncertainty Involvement Works on tasks and problems solving personally Directs the work of others to goals Process outcomes Work based on facts with quantifiable outcomes Work based on fewer facts, less measurable outcomes Effectiveness Depends on person technical expertise, attention to detail, mathematical/technical problem solving, and decision making Depends on interpersonal skills in communication, conflict, management, getting ideas across, negotiating, and coaching
- 14. 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
- 15. There is a growing need for engineers who: ◦ effectively interact and communicate with people, ◦ effectively work in teams, and ◦ apply critical thinking skills to solve real-world problems. ◦ Put people first, technology second. Engineering Management develops leaders who have these skills and are comfortable with the language and methods of engineering, business, and technology.
- 16. A function is a group of similar activities. Some management experts classify these functions into four types and others classify into five types and some others classify them as seven items. Some of the management functions can be combined into one. For example, leading, motivating, communicating and commanding may be combined into a single function namely directing.
- 18. • Planning • Organizing • Directing • Controlling
- 19. Planning is the primary function of management. Planning is future oriented and determines the direction in which the organization is to move. It determines in advance what should be done. Planning involves determining : ◦ why to take action? ◦ What action? ◦ How to take action? ◦ When to take action? Planning involves determination of specific objectives, programs, setting policies, strategies, rules and procedures and preparing budgets.
- 20. Organization is defined as two or more people working together in a coordinated manner to achieve group results. ◦ Organization consists of conscious coordination of people towards a desired goal. ◦ A group of people working together in a structured and coordinated fashion to achieve a set of goals. ◦ Organizing is the process of participating formal relationships among people and resources to accomplish goals
- 21. Once the managers have established objectives and developed plans to achieve them, they must design and develop a human organization that will be able to carry out those plans successfully Organizing involves: ◦ Dividing work into convenient tasks or duties ◦ Grouping of such duties in the form of positions ◦ Grouping of various positions into departments and sections, ◦ Assigning duties to individual positions and ◦ Delegating authority to each position so that the work is carried out as planned.
- 22. Staffing involves managing various positions of the organizational structure. Staffing involves selecting and placing the right person at the right position. Staffing includes: ◦ Identifying the gap between manpower required and available. ◦ Identifying the sources from where people will be selected. ◦ Selecting and Training people ◦ Fixing the financial compensation and appraising them periodically.
- 23. Also called “leading”, “directing”, “motivating”, “activating” and so on. Directing involves these sub functions: ◦ Communicating: It is the process of passing information from one person to another. ◦ Leading: It is a process by which a manager guides and influences the work of his subordinates. ◦ Motivating: It is arousing desire in the minds of workers to give their best to the enterprise.
- 24. Control is the process of checking to determine whether or not proper progress is being made towards the objectives and goals and acting if necessary to correct any deviations. Control involves three elements: ◦ Establishing standards of performance. ◦ Measuring current performance and comparing it against the established standard. ◦ Taking action to correct any performance that does not meet those standards.
- 26. People: A manager has the labor force, or employees, skilled and unskilled, assigned to him in his department or section Machinery: The machinery, buildings, tools, plants and equipment, that are needed by the labor force to complete the work. Materials: Material that go into the product or service and are consumed while making it, for example wires, poles, transformers, network components etc. Capital: Money is the capital needed to purchase machinery, equipment and material needed to do the work, as well as to pay the salaries of the employees
- 27. Information, methods and technology Consumers or Customers
- 28. People in an organization are arranged in an hierarchy and they all have the relationship of superior-subordinates. Every manager in an organization performs all five management functions. The relative importance of these functions varies along the managerial levels. Management levels are generally classified into three categories: ◦ Top Management, ◦ Middle Management and ◦ Supervisory/Lower Level
- 30. Conceptual Skill: The mental ability to acquire, analyze, and interpret information received from various sources and to understand the relationship of the parts of the whole, and conversely, to understand the whole by breaking it into parts Human Skill: The ability to understand, motivate and get along with other people Technical Skill: The ability to use specific knowledge, methods or techniques in performing work.
- 32. Top level management determines goals and objectives. Performs overall planning, organizing, staffing, directing and controlling. Integrates organization with environment. Balances the interest groups and is responsible for overall results. Top Level Management require more conceptual skills than other levels of management.
- 33. Middle level management stands between top management and supervisory management level. Middle level management establishes programs for department and carries out functions for achieving specific goals. The other functions of middle level management are training and development of employees, integrating various parts of the department.
- 34. Supervisory management is concerned with efficiency in using resources of the organization. A supervisor is an executor of policies and procedures making a series of decisions with well-defined and specified premises. For supervisory level managers technical skills are more important.
- 35. Level Type of Job First-line Managers Directly supervise non-managers. Carry out the plans and objectives of higher management using the personnel and other resources assigned to them. Short-range operating plans governing what will be done tomorrow or next week, assign tasks to their workers, supervise the work that is done, and evaluate the performance of individual workers. Middle Management Manage through other managers. Make plans of intermediate range to achieve the long-range goals set by top management, establish departmental policies, and evaluate the performance of subordinate work units and their managers. Provide and integrating and coordinating function so that the short-range decisions and activities of first-line supervisory groups can be orchestrated toward achievement of the long-range goals of the enterprise. Top Management Responsible for defining the character, mission, and objectives of the enterprise. Establish criteria for and review long-range plans. Evaluate the performance of major departments, and they evaluate leading management personnel to gauge their readiness for promotion to key executive positions.
- 37. Q&A