This document provides an introduction to engineering management. It defines what an engineer is as someone who applies mathematical and scientific knowledge to benefit humanity. Management is defined as directing the actions of a group to efficiently achieve organizational goals by working with people and resources. Engineering management combines technical skills with leadership and management abilities. It discusses the origins of engineering management in ancient civilizations like Mesopotamia and Egypt who had early management systems. It also covers the industrial revolution which brought new inventions but also management challenges for the new factory system. Finally, it briefly introduces some classic management philosophies like scientific management, administrative management, and behavioral management.

1. Introduction to
Engineering Management
PREPARED BY: Engr. Jenel ituriaga, LSS-GB

2. WHAT IS ENGINEER?
• Latin-Ingenaire(to contrive,
devise) and Ingenium
(cleverness),
• Skillful, talent, natural capacity or
clever invention,
• Early applications of clever
invention based on military,
• Builders of talent military
machines.

3. WHAT IS ENGINEER?
• The first issue (1866) of the
English Journal Engineering;
The art of directing the great
sources of power in nature, for the
use and convenience of man.
Is it an art or profession?

4. WHAT IS ENGINEER?
• Modern Definition of Engineering
by ABET Accrediting Board for
Engineering and Technology);
The Profession in which a knowledge
of the technical, mathematical and
natural sciences gained by study,
experience and practice is applied with
judgement to develop ways
economically in order to utilize the
materials and forces of the nature for
the benefit of mankind.

5. WHAT IS ENGINEER?
Engineer: A person applying his
mathematical and science
knowledge properly for
mankind.
It is a discipline not an art.

6. WHAT IS
MANAGEMENT?
• Directing the actions of a group to
achieve a goal in most efficient
manner
• Getting things done through other
people
• Process of achieving
organizational goals by working
with and through people and
organizational resources

7. WHAT IS ENGINEERING
MANAGEMENT
• Engineering management
combines students’ technical
capabilities with leadership
knowledge and skills, preparing
them for career success in highly
technical organizations.
• Engineering management refers
to the activity combining
“technical knowledge with the
ability to organize and coordinate
worker power, materials,
machinery, and money.”

8. The Principles Of Engineering
Management
• Managing comes first
Most managers are strong executors. They may inherit
executional responsibilities, have the tendency to fall back on
executing to solve problems, or want to let execution take priority.
Managing comes first. Management can require large blocks of
time, sometimes without warning, which means it’s crucial to stay
out of the critical path of execution, wherever possible.

9. The Principles Of Engineering Management
• Facilitate wellbeing
Personal safety, dignity, and wellbeing of every team member
are paramount. Team success is only success if team members feel
good about it. Be accountable for the culture, while empowering
team members to build it. Make sure the quiet voices are heard.

10. The Principles Of Engineering Management
• Practice integrity
Keep confidential company and personal information in
confidence. Be transparent with information you can share. Be
transparent about when you cannot do something. Keep your
commitments. Own up to your mistakes. The trust you build is
the currency you spend when delivering difficult news or
feedback. Represent your people to the company and the
company to your people; sometimes, this will endear you to
neither, but that’s the job.

11. The Principles Of Engineering
Management
• Cultivate relationships
As an Individual Contributor, building relationships is
useful. As a manager, it is essential. Find ways to connect with
your reports. Go the extra mile. Build connections with diverse
people outside your chain of command. Serve up connections
to other people.

12. The Principles Of Engineering
Management
• Be the example
Everyone looks to manager behavior to see what is
valued by the company, in reality. That includes what you do
and what you do not do. Being a manager means having to
“be the adult in the room”. Be someone who lowers the
temperature of stressful situations and conflict. Be proactive
when challenging situations arise, rather than reacting after
they’ve grown into fires.

13. The Principles Of Engineering
Management
• Be informed
Information is the main tool of the manager and one of the most
valuable things they can provide to both their reports and their own
management chain. Have the pulse of the people around you. Know
what’s happening, what may happen, and why.
• Give credit, take blame
Make it safe for individuals to take initiative. When your team
succeeds, distribute credit and deflect personal acclaim. Take
accountability for failure. Represent your team members in places they
can’t represent themselves.

14. The Principles Of Engineering
Management
• Optimize work distribution
Managers have a portfolio of work that the business needs
and people with work preferences. Optimize the dual objectives
of delivering value to the organization and giving individuals
problems that build their skillset, impact, satisfaction, and/or
advancement. Performance is contextual; set people up to shine.
• Lead by influence, not fiat
Having to command people to do things is a last resort, and
usually indicates a failure to lead by informing and influencing. Be aware
that because of power differential, manager suggestions are interpreted
as commands. Coach, don’t command.

15. The Principles Of Engineering
Management
• Distribute problems, not solutions
Managers with excellent execution skills and deep domain
knowledge must resist the urge to present solutions to their reports.
Reports learn by discovering solutions. Create safe learning
opportunities. Create time for learning to occur. Give constraints,
and justifications for the constraints.
• Work on yourself
Investments in yourself are magnified in how effectively you can
help your reports. Self-awareness is critical; your blind spots and rough
corners can hurt other people. Always be reflecting. Always be learning.

16. LEVELS OF MANAGEMENT

17. LEVELS OF MANAGEMENT

18. Managerial Roles
(What Managers Do)
• Interpersonal Roles
• Informational Roles
• Decisional Roles

19. Interpersonal roles:
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Managerial Roles

20. Informational Roles:
Monitor Role: Collects information about internal
operations and external events.
Disseminator Role: Transforms information internally to
everybody in organization (like a telephone switchboard)
Spokesman Role: Public relations
Managerial Roles

21. Decisional Roles:
Entrepreneurial Role: Initiates changes, assumes risks, transforms
ideas into useful products.
Disturbance Handler Role: Deals with unforeseen problems and
crisis.
Resources Allocator Role: Distributing resources.
Negotiator Role: Bargains with suppliers, customers etc. in favor of
enterprise.
Managerial Roles

22. Functions of Managers
Planning: Selecting missions and objectives. Requires decision
making.
Organizing: Establising the structure for the objective.
Staffing: Keeping filled the organization structure
Leading: Influencing people to achieve the objective
Controlling: Measuring and correcting the activities

23. Functions of Managers
Management: Is it an art or science?
• Management has a body of specialized knowledge.
• This knowledge need not to be obtained in formal disciplined
programs.
Somewhere between art and science.

24. Interaction between three level of
Management
Top management establishes the policies, plans, and
objectives of the organization as well as a general budget framework
under which the various departments will operate. After that, these
factors are passed down to the middle-level management. And then
middle-level management issues the specific schedules and
measurement yardsticks to the operating level to achieve the plans
and objectives. The operating level has the job of producing goods
and services required to meet the overall organization objectives.
After completing the objective lower-level report to the middle-level
management and middle-level management report to top-level
management.

25. ORIGINS OF ENGINEERING
MANAGEMENT in ANCIENT
CIVILIZATION
Mesopotamians
 ˜4500-2000 B.C.
 Used canals for irrigation
 Had management system and job descriptions
 Hammurabi Law (1755–1750 BC)
Egyptians
 400-1600 B.C
 Built pyramids (2.3M stone blocks, @5000 lbs)
 100,000 men x 20-30 years
 Used managerial principles

26. ORIGINS OF ENGINEERING
MANAGEMENT in ANCIENT
CIVILIZATION
Chinese
 Principles of organizing, planning, directing, controlling (˜1100
B.C.)
 Built Great Wall: ˜4000 miles (˜500 B.C.)
Romans
 284 B.C
 Estate and farm management
 Emphasis on personnel selection and placement
 Known for building roads, bridges, and water management

27. Origins of Engineering Management -
Ancient Military
Cyrus the Great (Persia) 576-530 B.C.
 Use of staff
 Recognized use of order and division of work
Alexander the Great (Greek) 336-323 B.C.
 Distinction between line and staff
 Used discipline and delegation

28. Origins of Engineering Management -
Ancient Mass Production
Arsenal of Venice (Early 1400s)
 Manufacturing
 Numbering of inventory parts
 Personnel policies
 Standardization of parts
 Assembly line
 Accounting in two journals and one ledger, with annual auditing

29. INDUSTRIAL REVOLUTION 1750-1800:
Important Inventions
• Spinning Jenny, James Hargreaves, 1764
• Water Frame, Richard Arkwright, 1771
• Spinning Mule, Samuel Crompton,1779
• Power Loom, Edmund Cartwright, 1785
• Chlorine Bleach, Claude Louis Berthollet, 1785
• Steam Engine, James Watt, 1769
• Screw-cutting Lathe, Henry Maudslay, 1797
• Interchangeable Manufacture, Eli Whitney, 1798

30. Industrial Revolution: Problems of the
Factory System
• Recruiting/Training Workers
• Explosive Growth in Mill Towns
• Supervisors, No Background
• Upper Management, Sons or Relatives

31. Management Philosophies
• Scientific Management
• Administrative Management
• Behavioral Management

32. ADMINISRATIVE MANAGEMENT
• Henri Fayol (1841-1925):
 Developed 14 “general principles of administration”
 Divided Management activities into five divisions (Planning,
Organizing, Command, Coordination, Control)
• Max Weber (1864-1920):
 Division of labor
 Hierarchy of authority
 Employment based on expertise
 Decisions & rules in writing
 Separation of management & ownership

33. Thank You!