2018 STLE Scholarship Winner

1. By Valerie Stephens
Management in
Technical Operations

2. Engineering Management: 101
• Certified Associate in Engineering
ManagementCAEM
• Certified Professional In Engineering
ManagementCPEM
• Master’s Engineering Management bypasses
exam for CAEM
• Online or Face-to-FaceClasses
• Accelerated Degrees (not Drexel but others)
• American Society for Engineering
Management
• Areas of Study:
• General EGMT
• Leadership and Organizational MGT
• Strategic Planning
• Project Management
• MGT ofTechnology and R&D
• Systems Engineering
• Operations, Quality and Supply Chain MGT
• Financial Resource Planning
• Marketing and Sales MGT in Engineering
Organizations

3. Engineering Management
“The ability to assess risk and take initiative, the willingness to make
decisions in the face of uncertainty, a sense of urgency and the will to
deliver on time in the face of constraints or obstacles, resourcefulness
and flexibility, trust and loyalty in a team setting, and the ability to relate
to others.” NATIONAL SOCIETY OF PROFESSIONAL ENGINEERS
People Process Objectives Performance

4. ManageYour Expectations
• Types of Management
• Leadership vs Management
• Theories in Management
• Expectations (Livingston)
• Ideas about Power in Authoritative Positions (Kotter)
• Leadership from Freedom to Control (T&S)
• Planning as a Manager
• Selecting and Delegating
• Communication
• Trends in Engineering Management
OF THIS PRESENTATION

5. CommonTypes ofTechnical Managers
• Technical Skills “Expert”
• >15 years experience
• BS w MS (technical) or
MBA
• >7 years experience
• PhD varying disciplines
• >5 years industry
Where’s the Management knowledge, training or education?

7. What is the difference between?
Management
• Responsibility for things (budget)
• Does not necessarily include responsibility of
people
• Delegation of duties through others
• Management may be seen as a function or
responsibility within leadership
Leadership
• Involves leading a group of people
• Always includes responsibility for people
• Good leadership always includes responsibility
for managing
• Leader responsible for ensuring there is
appropriate and effective management for the
situation or group
https://www.slideshare.net/oeconsulting/leadership-theories-
by-operational-excellence-consulting

8. Power in Management
• The Dynamics of Power
• Dependence: division of labor and limited
resources (your network)
• Formal authority leads to vulnerability
• Means of persuasion, influence
• Create a Sense of Obligation
• Reputation as “Expert”
• Unconscious Identification w character
• Subordinate’s perceived dependence
• Using Formal Authority
Power, Dependence & Effective Management, John P. Kotter
The Leadership Challenge, Kouzes & Posner
“ Management is doing things right; leadership is doing the
right things” Peter Druker
• The Coping Mechanism
• Be sensitive to your dependence and what
other find is legitimate power
• Use it to your advantage in relationships face
to face or indirectly

10. Leadership in Management
Manager’s Authority
• Decides andAnnounces Decision
• Decides & Sells Idea
• Presents Decision and Invites Questions
Employee’s Freedom
• Presents Situation, Receives Suggestions,
Then Decides
• Situation Explained, Defines Parameters,
AsksTeam to Decide
• Team Identifies Problem, Develop Options, D
How to Choose a Leadership Pattern,Tannenbaum and Schmidt
“ Give a person a fish and you feed them for a day.Teach a person to fish
and you give them an occupation for a lifetime.” Chinese Proverb
Manager & Employee
• Idea is Suggested and Develop Discussion
about it

11. Leadership Continuum

12. Pygmalion in Management
• The mythical sculptor who carves a
statue of a woman that is brought to
life
• The way one person is treated can
literally transform them
• Manager’s focus on employees 1st
year
• Subordinates will appear to do what
is expected
• High Expectation yields Superior
Performance
• Lower performance than capable
if reversed
• Beware of unrealistic expectations
• What is expected is how
subordinates are treated
• Low expectations, productivity is
poor
• Damages egos & effort
J. Sterling Livingston
A young person’s first manager is likely to be the most influential in that employee’s career
“ Leadership: the ability to get extraordinary
achievement from ordinary people”

13. General Planning Process
• Subordinates must agree to the problem at
hand and how to tackle it
• Assign tasks that are aligned with employees
interests as well as their skills
• Identify a Span of Control
• wide or narrow
• Develop S.M.A.R.T goals for implemented
projects
13% of employees are engaged at work
State of theWorkplace, Gallup

14. Selecting People and Delegating
• Don’t let the monkey jump, and don’t forget to feed
• Send me a Memo
• Let me think about it
• Boss Imposed
• Requests from Boss
• System Imposed
• Requests from Peers
• Self Imposed
• Subordinate imposed requests
• Selecting and hiring good people
• The good, the bad & the ugly
• Motivation &Technical Abilities
• Results Oriented, Approach to work,
• Specific Skills
• Use the Hiring Funnel
• Spend time evaluating the position
• When Hiring ends, Management begins
‘Who’s got the Monkey?’WilliamOncken Jr. & Donald L.Wass
AreYou Delegating so it Sticks?
“Experience gives the exam first and the lessons later”

15. Communication
“ Be the manager that matches his or her words with their
actions, not just their shoes with their shirt.”

16. Make promises and keep them all
• Be Comfortable Using your Power as a
Manager
• Be an influential manager: never forget you
are on a stage
• Be Honest
• Have good intuitive understanding
• Find what type of leadership works for you &
your subordinates
• Behave in ways that reflect shared values
• Obtain a sense of obligation from
employees
• Decide for subordinates or with your
subordinates or not at all
• Make a smooth transition from individual
contributor to manager
• Gallup Strength Finder Assessment

17. Trends in EGMT
“ Management is, above all, a practice where art, science and
craft meet.” Henry Mintzberg
www.asem.org

18. ThankYou
STLE Scholarship Fund
George Hill Fellowship
CRC Industries
Linkedin.com/in/valstephens