The document discusses engineering management, which involves applying engineering principles and technical expertise to business practices and leading technical teams. It defines management and its key functions, which include planning, organizing, directing, and controlling. Engineering management combines these managerial skills with an understanding of engineering to coordinate complex technical projects. The roles of managers differ at various levels from top management that sets goals and strategy, to middle management that implements plans, to front-line supervisors focused more on technical skills and resource efficiency. Effective engineering managers require both business and technical training and experience.

1. Week _12_Engineering Management

2. Engineering and Management

3.  Engineering is the application of laws of Mathematics and
natural sciences to transform the scarce resources of nature for
the benefit of human race. These resources include every thing
from ores and crops to information and energy
 Engineering is the application of scientific, economic,
social, and practical knowledge in order to invent, design,
build, maintain, and improve structures, machines, devices,
systems, materials and processes.

4.  According to Follet management is defined as:
◦ The art of getting things done through the efforts of
other people.
 George R Terry defines management as:
◦ “a process consisting of planning, organizing,
actuating and controlling performed to determine
and accomplish the objectives by the use of people
and resources”.
 According to Donald J Clough:
◦ “Management is the art and science of decision
making and leadership”.

5.  A set of activities (including planning, organizing,
leading and control) directed at an organization's
resources (human, financial, physical and
informational) with the aim of achieving
organizational goals in an efficient and effective
manner
 Successful engineering managers typically
require training and experience in business
and engineering.

6.  Efficiency is the ability to get things done
correctly and is a mathematical concept.
 An efficient manager is one who achieves higher
outputs(results, productivity, performance) relative
to the inputs(labor, materials, money, machines,
and time) needed to achieve them
 Managers who can minimize the cost of the
resources used to attain a given output are
considered efficient.

7.  Effectiveness is the ability to do the right things or
to get things accomplished.
 This includes choosing the most appropriate
objectives and the proper methods of achieving the
objectives.
 Effective managers select the right things to do and
the right method for getting them done.

9.  Engineering Management is a specialized form
of management that is concerned with the application
of engineering principles to business practice.
 Engineering management is the fusion of business and
engineering principles
 Engineering management is the discipline where engineers
combine management skills with technical expertise to coordinate
work in various technical fields such as product design,
development, and manufacturing.

10.  Engineering management is a process of leading
and controlling a technical function/enterprise.
 Engineering management is similar to other
definitions of management, but with a slant toward
technical issues.

11. What Engineers Do What Managers Do
Minimize risk Take calculated risks
Emphasize accuracy and mathematical
precision
Rely heavily on intuition, take educated
guesses, and try to be "about right"
Exercise care in applying sound
scientific methods on the basis of
reproducible data
Exercise leadership in making
decisions under widely varying
conditions based on sketchy
information
Solve technical problems based on
their own individual skills
Solve techno-people problems based
on skills in integrating the talents of
others
Work largely through their own abilities
to get things done
Work through others to get things done

12. Position Engineer Manager
Focus More concerned with
things technical/scientific
More concerned with
people
Decision making Makes decisions with
much information, under
conditions of greater
certainty
Makes decisions often
with inadequate
information, under
conditions of greater
uncertainty
Involvement Works on tasks and
problems solving
personally
Directs the work of
others to goals
Process outcomes Work based on facts with
quantifiable outcomes
Work based on fewer
facts, less measurable
outcomes
Effectiveness Depends on person
technical expertise,
attention to detail,
mathematical/technical
problem solving, and
decision making
Depends on
interpersonal skills in
communication, conflict,
management, getting
ideas across,
negotiating, and
coaching

14.  In modern society, we are specialists
◦ We have expertise in a very narrow area
◦ We rely on others for everything else
◦ Relationships enable success
Your ability to deal with people determines
your success as a manager

15.  There is a growing need for engineers who:
◦ effectively interact and communicate with people,
◦ effectively work in teams, and
◦ apply critical thinking skills to solve real-world
problems.
◦ Put people first, technology second.
Engineering Management develops leaders who have these
skills and are comfortable with the language and methods of
engineering, business, and technology.

16.  A function is a group of similar activities.
 Some management experts classify these functions
into four types and others classify into five types
and some others classify them as seven items.
 Some of the management functions can be
combined into one. For example, leading,
motivating, communicating and commanding may
be combined into a single function namely
directing.

18. • Planning
• Organizing
• Directing
• Controlling

19.  Planning is the primary function of management.
 Planning is future oriented and determines the
direction in which the organization is to move.
 It determines in advance what should be done.
 Planning involves determining :
◦ why to take action?
◦ What action?
◦ How to take action?
◦ When to take action?
 Planning involves determination of specific
objectives, programs, setting policies, strategies,
rules and procedures and preparing budgets.

20.  Organization is defined as two or more people
working together in a coordinated manner to
achieve group results.
◦ Organization consists of conscious coordination of people
towards a desired goal.
◦ A group of people working together in a structured and
coordinated fashion to achieve a set of goals.
◦ Organizing is the process of participating formal
relationships among people and resources to accomplish
goals

21.  Once the managers have established objectives and
developed plans to achieve them, they must design
and develop a human organization that will be able
to carry out those plans successfully
 Organizing involves:
◦ Dividing work into convenient tasks or duties
◦ Grouping of such duties in the form of positions
◦ Grouping of various positions into departments and
sections,
◦ Assigning duties to individual positions and
◦ Delegating authority to each position so that the work
is carried out as planned.

22.  Staffing involves managing various positions of the
organizational structure.
 Staffing involves selecting and placing the right
person at the right position.
 Staffing includes:
◦ Identifying the gap between manpower required and
available.
◦ Identifying the sources from where people will be
selected.
◦ Selecting and Training people
◦ Fixing the financial compensation and appraising
them periodically.

23.  Also called “leading”, “directing”, “motivating”,
“activating” and so on.
 Directing involves these sub functions:
◦ Communicating: It is the process of passing
information from one person to another.
◦ Leading: It is a process by which a manager guides
and influences the work of his subordinates.
◦ Motivating: It is arousing desire in the minds of
workers to give their best to the enterprise.

24.  Control is the process of checking to determine
whether or not proper progress is being made
towards the objectives and goals and acting if
necessary to correct any deviations.
 Control involves three elements:
◦ Establishing standards of performance.
◦ Measuring current performance and comparing it
against the established standard.
◦ Taking action to correct any performance that does
not meet those standards.

26.  People: A manager has the labor force, or
employees, skilled and unskilled, assigned to him in
his department or section
 Machinery: The machinery, buildings, tools, plants
and equipment, that are needed by the labor force to
complete the work.
 Materials: Material that go into the product or
service and are consumed while making it, for
example wires, poles, transformers, network
components etc.
 Capital: Money is the capital needed to purchase
machinery, equipment and material needed to do
the work, as well as to pay the salaries of the
employees

27.  Information, methods and technology
 Consumers or Customers

28.  People in an organization are arranged in an
hierarchy and they all have the relationship of
superior-subordinates.
 Every manager in an organization performs all five
management functions.
 The relative importance of these functions varies
along the managerial levels.
 Management levels are generally classified into
three categories:
◦ Top Management,
◦ Middle Management and
◦ Supervisory/Lower Level

30.  Conceptual Skill: The mental ability to acquire,
analyze, and interpret information received from
various sources and to understand the relationship
of the parts of the whole, and conversely, to
understand the whole by breaking it into parts
 Human Skill: The ability to understand, motivate
and get along with other people
 Technical Skill: The ability to use specific
knowledge, methods or techniques in performing
work.

32.  Top level management determines goals and
objectives.
 Performs overall planning, organizing, staffing,
directing and controlling.
 Integrates organization with environment.
 Balances the interest groups and is responsible for
overall results.
 Top Level Management require more conceptual
skills than other levels of management.

33.  Middle level management stands between top
management and supervisory management level.
 Middle level management establishes programs for
department and carries out functions for achieving
specific goals.
 The other functions of middle level management
are training and development of employees,
integrating various parts of the department.

34.  Supervisory management is concerned with
efficiency in using resources of the
organization.
 A supervisor is an executor of policies and
procedures making a series of decisions with
well-defined and specified premises.
 For supervisory level managers technical
skills are more important.

35. 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.

37. Q&A