Short learning course defining engineering management. Understanding Principles of Engineering Management. Structure of management typical to Engineering Organisations. Learning The importance of management to engineers. Various structures and functions of organisations.

1. ENGINEERING MANAGEMENT ... #1
By: Paul Richard Matthews. MIET. MEng. BEng,(Hon). HNC
Email: matthews.pa@live.co.uk

2. COURSE OUTLINE
 Understanding
 Principles of Engineering Management.
 Structure of management typical to Engineering Organisations.
 Learning
 The importance of management to engineers.
 Various structures and functions of organisations.

3. WHAT IS A ENGINEER...?
 Ingenium: Talent, natural capacity, or clever invention.
 Innate or natural quality, natural character; nature
 Disposition, temper, inclination
 Intelligence, natural capacity
 Talent
 A man / woman of genius, a genius

4. IS IT AN ART OR A PROFESSION...?
 The art of directing the great sources of power in nature, for the use and convenience of
man.
The first issue (1866) of the English journal Engineering

5. IS IT AN ART OR A PROFESSION...?
 The profession in which knowledge of the mathematical and natural sciences gained by
study, experience, and practice is applied with judgment to develop ways to utilize,
economically, the materials and forces of the nature for the benefit of mankind.
 Engineer: A person applying his mathematical and science knowledge properly for
mankind
Modern Definition of Engineering By ABET (Accrediting Board for Engineering and
Technology)
Answer: Its a combination of the two, which makes it an specialised scientific discipline i.e.
Nanotechnology, Optics, Biomechanics etc.

6. MANAGEMENT: AN OVERVIEW
 Management is the act of getting people together to accomplish desired goals and
objectives using available resources efficiently and effectively.
Source: Boundless. “Definition of Management.” Boundless Business Boundless, 27
Jan. 2017. Retrieved 22 Feb. 2017 from
https://www.boundless.com/business/textbooks/boundless-business-
textbook/management-8/an-introduction-to-management-59/definition-of-
management-283-7212/
Since organizations can be viewed as systems, management can also
be defined as human action, including design, to facilitate the production
of useful outcomes from a system. This view opens the opportunity to
manage oneself, a pre-requisite to attempting to manage others.

7. TRADITIONAL AND MODERN MANAGEMENT

8. Logistics
constraints
Internal input/
output
External Input/outputs with
one internal interface
External Input /outputs with
one External interface
Resources &
planning
Engineering
Design
R&D
/Testing
Environment
Output
Continual
improvement
Collaborative
input/outputs
Internal and external
Interfaces
SIMPLIFIED MANAGEMENT SYSTEM.

9. MANAGEMENT KEY POINTS.
 Directing the actions of a organisation / group to achieve milestones and tasks to reach the
acquired goals in the most efficient manner.
 Getting things done through people
 Process of achieving organizational goals by working with and through people and
organizational resources

10. CONCLUSION OF ENGINEERING
MANAGEMENT.
 Engineering management combines the application of the practice of management to the
practice of engineering.
 Engineering management brings together the technological problem-solving savvy of
engineering and the organizational, administrative, and planning abilities of management.
 To deliver milestones and objectives, to guide and oversee the operational performance of
complex engineering driven projects.
 To Intelligently use Mathematics and Natural Science, which can be applied to complex
management practices to improve efficiency within an organisation or department, via
existing technology or emerging technology.

11. SKILLS MANAGEMENT.
Engineering Managers need three types of key skills:
Technical: Specific subject related skills such as engineering,
accounting, etc…
Interpersonal: Skills related to dealing with others and leading,
motivating, or controlling them
Conceptual: Ability to discern the critical factors that will determine
as organization’s success or failure.
Ability to see the forest in spite of the trees.
These three key skills can be applied to all aspects of the skills pyramid:

12. SKILLS PYRAMID MANAGEMENT.
Technical:
Interpersonal:
Conceptual:

13. STRUCTURE OF MANAGEMENT
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.

14. STRUCTURE OF MANAGEMENT

15. MANAGERIAL ROLES.
What do Managers do.....?
 Interpersonal roles
 Informational roles
 Decisional roles

16. MANAGERIAL ROLES.
What do Managers do.....?
 Interpersonal roles
 Figurehead role – Outward relationship
 Leader role – Downward relationship
 Liaison role – Horizontal relationship
Outward
Horizontal
Downward

17. MANAGERIAL ROLES.
What do Managers do.....?
 Informational roles
 Spokesperson role – Public relations / Client interaction.
 Disseminator role – Exchanges information
internally and externally i.e. suppliers, sub contractors
,consultants.
 Monitor role – Collects information about
internal or external operations.
Monitor role
Disseminator
role
Spokesperson
role

18. MANAGERIAL ROLES.
What do Managers do.....?
 Decisional roles
 Negotiator role – bargains with clients, suppliers, contractors
,consultants etc in favour of successful enterprise.
 Resource allocator role – managing internal and external
resources
 Disturbance handler role – Deals with unforeseen problems
,and crisis, critical to efficient and effective outcomes.
 Entrepreneurial role – Initiates changes, assures risk
,transforms ideas into useful products or systems.

19. FUNCTIONS OF MANAGERS.
 Planning: Selecting milestones and associated tasks to complete objectives, requires
decision making skills.
 Organising: Establishing the structure of the milestones, tasks to achieve a objective, or
multiple objectives to complete projects successfully, requires project planning and
management skills.
 Staffing: keeping the structure of a team and maintaining integrity to the successful
leadership and continual development of engineering and non engineering staff, requires
interpersonal and leadership qualities and manpower management.
 Leading People: managing people and their skills to successfully achieve milestones
through task allocation to complete objectives efficiently.
 Controlling: Measuring and maintaining the tasks to complete milestones that lead to
objectives being met, and using skills' to correct the activities that have a negative effect,
minimise risk and failure i.e. critical path analysis.

20. FINAL CONCLUSION
 Management has a body of specialized knowledge. This knowledge need not to be
obtained in formal disciplined programs.
 Engineering management requires possessing both abilities to apply engineering
principles and skills in organizing and directing people and projects. This knowledge
requires specialist formal and informal disciplined programs.
Engineering Management (Discipline + art)
Somewhere between art and science and
technical innovation.

21. FINAL CONCLUSION
 Really understanding the business
 Understanding technology driving the business today and technology that will change the
business in future
 Treating Research and Development as investment not an expense to be minimized
 Spending more time on strategic thinking
 Dedicating a customer’s problem (true marketing via customer relations)
 Place a premium on innovation

22. Slides created by Paul Matthews MIET, MEng, BEng, Hon, HNC
Thank you for your time
Contact details : matthews.pa@live.co.uk