Civil engineering mseuf

1. ENGINEERING
MANAGEMENT
PART III
OTHER FUNCTIONS
OF MANAGEMENT

2. MOTIVATION refers to the act of giving
employees reasons or incentives….. to work
to achieve organizational objectives.
MOTIVATION refers to the process of
activating behavior, sustaining it, and
directing it toward a particular goal.
MOTIVATION
A. DEFINITION

3. B.1 Willingness to do a job
B.2 Self-confidence in carrying out a task
B.3 Needs satisfaction
B. FACTORS CONTRIBUTING TO
MOTIVATION

4. C.1 Maslow’s needs hierarchy theory
C.2 Herzberg’s two-factor theory
C.3 Expectancy theory
C.4 Goal-setting theory
C. THEORIES OF MOTIVATION

9. D. TECHNIQUES OF MOTIVATION

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Two approaches:
Fitting people to jobs
Remedies:
Realistic job previews
Job rotation
Limited exposure
Fitting jobs to people
Remedies:
Job enlargement
Job enrichment
MOTIVATION THROUGH JOB DESIGN

11. MOTIVATION THROUGH REWARDS
Extrinsic
a. Those which refer to payoffs granted to the
individual by another party
Money, employee benefits, promotion,
recognition, status symbols and praise.
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Intrinsic
a. Those who are internally experience payoffs
which are self – granted
Sense of accomplishment, self – esteem and
self – actualization.
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12. 
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Specific activities where employees may participate
are as follows:
Setting goals
Making decisions
Solving problems
Designing and implementing organizational changes
Popular approaches to participation:
Quality control circles – a method of direct employee
participation
Self – managed teams – are autonomous work groups or high
performance teams. They work on their own, turning out a
complete product or service and receiving minimal supervision
from managers who act more as facilitators then supervisors.
MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

13. QUALITY CONTROL CIRCLE PROCESS

14. A profit–sharing or gain showing plan
A long–term employment relationship with
good job security
A concerted effort to build and maintain
group cohesiveness
Protection of the individual employee’s
rights.
REQUISITES TO SUCCESSFUL EMPLOYEE
PARTICIPATION PROGRAM:

15. LEADING
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Leading is that management function
which “involves influencing others to
engage in the work behaviors necessary
to reach organizational goals”.
The definition indicates that a person or group of
persons tasked with managing a group must
assume the role performed by leaders.
While leading refers to the function,
leadership refers to the process.

16. HOW LEADERS INFLUENCE OTHERS
Engineer managers are expected to
maintain effective work forces. To be
able to do so, they are required to
perform leadership roles.
Leaders are said to be able to influence
others because of the power they
possess.
Power refers to the ability of a leader to
exert force on another.

17. BASES OF POWER
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Legitimate power
Reward power
Coercive power
Referent power
Expert power

18. THE NATURE OF LEADERSHIP
Leadership may be referred to as “the process of influencing and
supporting others to work enthusiastically toward achieving objectives.
Leadership is expected of any manager in charge on any unit or
division.

19. WHAT MAKES AN EFFECTIVE LEADER? …
effective leadership –
The ability of a leader to
get high performance from
his or her subordinates.
Perspectives on
Leadership

20. TRAITS OF EFFECTIVE LEADER
A high level of professional drive
The desire to lead
Personal integrity
Self – confidence
Analytical ability or judgment
Knowledge of the company, industry, or technology
Charisma
Creativity
Flexibility

21. LEADERSHIP SKILLS
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Leaders need to have various skills to
be effective. They are:
Technical skills
Human skills, and
Conceptual skills

22. BEHAVIORAL APPROACHES TO LEADERSHIP
STYLES
There are several approaches used in classifying leadership styles.
They are as follows:
1. According to the ways leaders approach people to motivate them
2. According to the way the leader uses power
3. According to the leader’s orientation towards task and people

24. MANAGEMENT FILIPINO SYTLE
Manager “By Kayod”
Kayod is a Filipino word that means to give oneself to hard
work. This manager is action – hungry and committed, and
his manners are rather serious and those of an introvert. A
formal and serious worker, he won’t give in to bribery or any
anomalous deals.
Manager “By Lusot”
Lusot means availing on a loophole. This manager will
always find loopholes to avoid hard work or utilize an
excuse for failure. Given to shortcuts and unconventional
or even illegal means to attain objectives. Generally and
introvert, he deals with people informally.

25. Manager “By Libro”
Libro is a Spanish word for “book”. This manager
literally goes by the book. Scientific, through and
analytical, he generally has adequately formal training
in management.
Manager “ By Oido”
This manager acquires his managerial skills by playing it by ear. (Oido
comes from Spanish word oir, “to listen”). Depends on practical
experience to compensate for his lack of normal management education
– the opposite of the “libro” manager.
Manager “By Ugnayan”
The hybrid of the above mentioned types. A gifted reconciler of all
philosophies and beliefs held by the various types of managers.
Participatory and coordinative, he integrates various styles depending on
the companies’ needs and conditions

26. CONTROLLING
Controlling refers to the “process of ascertaining whether
organizational objectives have been achieved; if not, why not; and
determining what activities should then be taken to achieve
objectives better in the future”
Controlling completes the cycle of management functions. Objectives
and goals that are set at the planning stage are verified as to
achievement or completion at any given point in the organizing and
implementing stages.

27. IMPORTANCE OF CONTROLLING
1.
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When controlling is properly implemented, it will help the
organization achieve its goal in the most efficient and effective
manner possible.
Deviations, mistakes, and shortcoming happen inevitably. When
they occur in the daily operations, they contribute to unnecessary
expenditures which increase the cost of producing goods and
services. Proper control measures minimize the ill effects of such
negative occurrences.
An effective inventory control system, for instance, minimizes, if not
totally eliminates losses in inventory.

28. STEPS IN THE CONTROL PROCESS
1.
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Establishing performance objectives and standards
Measuring actual performance
Comparing actual performance to objectives and standards, and
Taking necessary action based on the results of the comparisons

30. TYPES OF CONTROL
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2.
3.
Control consists of three distinct types, namely:
Feed forward control
Concurrent control, and
Feedback control

32. COMPONENT S OF ORGANIZATIONAL CONTROL
SYSTEM
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Strategic plan
The long – range financial plan
The operating budget
Performance appraisals
Statistical reports
Policies and procedures

33. STRATEGIC CONTROL PROBLEMS
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To be able to assure the accomplishment of the
strategic objectives of the company, strategic
control systems become necessary. These
systems consist of the following:
Financial analysis
Financial ratio analysis

34. IDENTIFYING CONTROL PROBLEMS
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Recognizing the need for control is one thing,
actually implementing it is another. When
operations become complex, the engineer
manager must consider useful steps in controlling.
Kreitner mentions three approaches:
Executive reality check
Comprehensive internal audit
General checklist of symptoms of
inadequate control