This document provides an introduction to engineering management. It defines engineering as involving skilled invention and design, and management as directing group efforts toward goals. It outlines three levels of management - top, middle, and first-line - and their roles. Managerial skills like technical, interpersonal, and conceptual abilities are also discussed. The four main roles of managers are described as interpersonal, informational, decisional, and the five basic management functions as planning, organizing, staffing, leading, and controlling. Engineering management is defined as a specialized form of management for engineering projects, where managers use their experience to lead technical teams and help identify project costs and quality.

1. INTRODUCTION TO
ENGINEERING MANAGEMENT
PRESENTED BY: ENGR. KIM EDUARD DANABAR
ATENEO DE NAGA UNIVERSITY
DEPARTMENT OF CIVIL ENGINEERING

2. DEFINITION OF ENGINEER
1
COURSE OUTLINE
DEFINITION OF MANAGEMENT
2
MANAGERIALS SKILLS
3
MANAGERIAL ROLES
4
FUNCTIONS OF MANAGERS
5
DEFINITION OF ENGG MGMT
6

3. q Ingenium (Latin)
ü Skillful,
ü Talented,
ü Natural capacity or clever invention
q Oxford dictionary:
ü A person who designs, builds, or maintains engines,
machines, or public works.
q Webster:
ü A person who has scientific training and who
designs and builds complicated products, machines,
systems, or structures
ü A person who specializes in a branch of engineering.
ü A person who runs or is in charge of an engine in an
airplane, a ship, etc.
WHAT IS AN ENGINEER?

4. ü Directing the actions of a group to achieve a goal in
most efficient manner.
ü Getting things done through other people.
ü Process of achieving organizational goals by working
with and through people and organizational
resources.
ü Management is a purposive activity. It is something
that directs group efforts towards the attainment of
certain pre-determined goals.
ü It is the process of working with and through others
to effectively achieve the goals of the organization, by
efficiently using limited resources in the changing
world. Of course, these goals may vary from one
enterprise to another.
WHAT IS MANAGEMENT?

5. THREE LEVELS OF MANAGEMENT
TOP LEVEL MANAGEMENT (Strategic management)
Senior-most position holders responsible for taking
decisions that affect the entire firm, thus impacting the
overall growth and development of the organization
MIDDLE-LEVEL MANAGEMENT
Intermediate between the top-level mgmt, and is
responsible for effective implementation of plans and
objectives set by the top-level management.
FIRST-LINE MANAGEMENT (Operational Control)
The bottom-most group of managers in an
organization who are responsible for managing the
work of the non-managerial employees of the
organization

6. THREE LEVELS OF MANAGEMENT
TOP LEVEL MANAGEMENT
President, Executive Vice-Pres, CEO,
Project Manager/Coordinator
MIDDLE-LEVEL MANAGEMENT
Project engineer, division head, etc.
FIRST-LINE MANAGEMENT
Construction foremam, Supervisor, Section
chief

7. THREE LEVELS OF MANAGEMENT
1. First-Line Management
q Directly supervise non-managers.
q Carry out the plans and objectives of
higher management using the personnel
& other resources assigned to them.
q 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 workers.

8. THREE LEVELS OF MANAGEMENT
2. Middle-Level Management
q Manage through other managers,
q Make plans of intermediate range to
achieve the long-range goals set by
top management,
q Establish departmental policies,
evaluate the performance of
subordinate work units & their
managers,
q Provide; Integrating and coordinating
function,
q Orchestrate the decisions & activities
of first-line management.

9. THREE LEVELS OF MANAGEMENT
q Represent the the whole
enterprise,
q Responsible for defining the
character, mission and objectives
of the enterprise
q Establish & review criterias for
long-range plans.
q Evaluate the performance of
major departments.
3. Top-Level Management

10. MANAGERIAL SKILLS
1. Technical: Specific subject
related skills such as
engineering, accounting, etc…
2. Interpersonal: Skills related to
dealing with others and
leading, motivating or
controlling them.
3. Conceptual: Ability to realize
the critical factors that will
determine as organization’s
success or failure. Ability to see
the forest in spite of the trees.

11. MANAGERIAL SKILLS PYRAMID

12. INTERPERSONAL ROLE
WHAT MANAGERS DO?
q Figurehead
q Leader
q Liaison
MANAGERIAL ROLES
q Monitor
q Disseminator
q Spokesperson
DECISIONAL ROLE
q Entrepreneur
q Disturbance handler
q Resource allocator
q Negotiator
INFORMATIONAL ROLE

13. INTERPERSONAL ROLE
q Figurehead
q Leader
q Liaison
MANAGERIAL ROLES
INTERPESRONAL ROLE - how a manager interacts with
other people
q Figurehead: Outward relationship
Ø undertake symbolic duties to represent the
organization.
q Leader: Downward relationship
Ø inspire subordinates to their best by acting as a
role model.
q Liaison: Horizontal relationship
Ø Network and build relationships with outside
agencies.

14. INFORMATIONAL ROLE
q Monitor
q Disseminator
q Spokesperson
MANAGERIAL ROLES
INFORMATIONAL ROLE - how a manager exchanges and
processes information
q Monitor role:
Ø Access informations relevant in running the
organization.
q Disseminator role:
Ø Synthesize and integrate information to be shared
with relevant members of the organization.
q Spokesperson:
Ø Transmit information to people outside the
organization.

15. DECISIONAL ROLE
q Entrepreneur
q Disturbance handler
q Resource allocator
q Negotiator
MANAGERIAL ROLES
DECISIONAL ROLE - how a manager uses information
in decision-making
q Entrepreneur role:
Ø Initiates changes, assumes risks, transform ideas
into useful products.
q Disturbance handler role:
Ø Manages and solve crises and challenges.
q Resource allocator role:
Ø Manage and optimize organizational resources.
q Negotiator role:
Ø Negotiate business deals for the organization.

16. PLANNING
MAIN FUNCTIONS OF MANAGERS
Selecting
missions and
objectives.
Requires decision
making.
ORGANIZING
Establishing the
structure for the
objective.
STAFFING
Keeping filled the
organization
structure
LEADING
Influencing
people to achieve
the objective
CONTROLLING
Measuring and
correcting the
activities

17. WHAT IS ENGINEERING MANAGEMENT?
q Engineering management
ü It is a specialized form of management
required to successfully lead engineering
or technical personnel and projects and
applies to either functional management
or project management.
q Engineering managers
ü They use their training and experience to
coach, mentor and motivate technical
professionals.

18. WHAT IS ENGINEERING MANAGEMENT?
q An engineering manager’s duties might
include:
ü Overseeing the team members and
processes associated with engineering
and construction projects
ü Providing management and leadership
to a team of analysts or industrial
engineers
ü Helping a company or organization
identify costs and budget needs for
specific projects in their planning stage
ü Delegating tasks and inspecting
processes and project results for
accuracy and quality

19. WHAT IS ENGINEERING MANAGEMENT?
What jobs can I get with an engineering management degree?

20. THANK YOU
ENGR. KIM EDUARD DANABAR
ATENEO DE NAGA UNIVERSITY
DEPARTMENT OF CIVIL ENGINEERING

21. 1. Mintzberg on Management by Henry Mintzberg, 2007
2. “On-campus and Online Master’s Degree in Engineering Management
and Certificate in Foundations of Engineering
Management”https://edwardscampus.ku.edu/engineering-
management#:~:text=Engineering%20management%20is%20a%20speci
alized,mentor%20and%20motivate%20technical%20professionals.
SOURCES: