Republic of the Philippines

MINDANAO STATE UNIVERSITY

Iligan Institute of Technology
Tibanga, Iligan City
COLLEGE OF ENGINEERING
Department of Civil Engineering

SYLLABUS

Course Number CE 93
Course Title Principles of Engineering Management
Prerequisite CE 92 – Engineering Economy for Civil Engineers
CE 161 – Design of Concrete Structures I
Credit 3 units
Hours/Week 3 hours lecture
(54 hours per semester)
Term Second Semester

I. Course Description:

Introduction to the general principles of engineering management, leadership, strategic planning, quality
management, product management, entrepreneurship, decision making planning technical activities
organizing technical activities, staffing the engineering organization, communicating, motivating, leading,
controlling, managing organizations and projects.

II. General Objectives:

At the end of the course, the students will be able to:

1. Understand the field of Engineering Management.
2. Make decision in managerial way.
3. Makes plans on technical matters & activities
4. Organize technical activities and formulates staffing in an engineering organization
5. Confident in communication with all levels in the organization
6. Motivate, lead & control people from different management level and positions
7. Manage operations of company

III. Course Content Outline

1. The field of Engineering Management

2. Decision making
3. Planning Technical Activities
4. Organizing Technical Activities
5. Staffing the Engineering Organization
6. Communication
7. Motivating
8. Leading
9. Controlling
10. Managing Product & Services Operations
11. Managing the Marketing Functions

VII. GRADING SYSTEM

First Preliminary Exam Plus Quizzes ------------------------ 25%
Second Preliminary Exam Plus Quizzes ------------------ 25%
Final Exam Plus Quizzes --------------------------------------- 25%
Assignments, Classroom Exercises, Term Project,
Reports * -------------------------------------------------------------- 20%
Attend. & Observance of Institute and College Rules ----- 5%
Total 100%
*Requirements
Note: Mastery Level Adopted by the College is 60%.
VIII. TEXTBOOK/REFERENCES:
1. Fraidoon Mazda, “Engineering Management”, 1998, ISBN 0-201-17798-6
2. Eisner, Howard. Essential of Project and System Engineering Management 2nd Edition, Wiley, 2002

3. Griffis, F. H.. Construction Planning for Engineers, McGraw-Hill, 2000

4. Gram, Harold A.; An Introduction to Management, Holt, Rinehart and Winston of Canada, Limited,
1990
5. Oberlender, Gerold D. Project Management for Engineering and Construction 2nd Edition, McGraw-
Hill, 2000
6. Robbins, Stephen P and Mary Coulter. Management 6th Edition, Prentice-Hall, 1999
7. Wheeler, Thomas F. Computer and Engineering Management, McGraw-Hill, 1990 

The field of Engineering Management

Engineering management is the application of the practice of management to the

practice of engineering. It is a career that brings together the technological problem-
solving ability of engineering and the organizational, administrative, and planning
abilities of management in order to oversee the operational performance of complex
engineering driven enterprises. 

Leadership and Organization Management

Leadership and organization management are concerned with the skills involving positive
direction of technical organizations and motivation of employees.

Operations, operations research, and supply chain

Operations management is concerned with designing and controlling the process of
production and redesigning business operations in the production of goods or
services. Operations research deals with quantitative models of complex operations and
uses these models to support decision-making in any sector of industry or public
services. Supply chain management is the process of planning, implementing and
managing the flow of goods, services and related information from the point of origin to
the point of consumption.[13]

Management of technology
The Management of Technology (MOT) theme builds on the foundation of management
topics in accounting, finance, economics, organizational behavior and organizational
design. Courses in this theme deal with operational and organizational issues related to
managing innovation and technological change.[13][14]

New product development and product engineering

New product development (NPD) is the complete process of bringing a new product to
market. Product engineering refers to the process of designing and developing a device,
assembly, or system such that it be produced as an item for sale through some production
manufacturing process. Product engineering usually entails activity dealing with issues of
cost, producibility, quality, performance, reliability, serviceability, intended lifespan and
user features. Project Management techniques are used to manage the design and
development progress using the phase-gate model in the product development
process. Design for manufacturability (also sometimes known as design for
manufacturing or DFM) is the general engineering art of designing products in such a
way that they are easy to manufacture.

Systems engineering
Systems engineering is an interdisciplinary field of engineering and engineering
management that focuses on how to design and manage complex systems over their life
cycles.

Industrial engineering
Industrial engineering is a branch of engineering which deals with the optimization of
complex processes, systems or organizations. Industrial engineers work to eliminate
waste of time, money, materials, man-hours, machine time, energy and other resources
that do not generate value.

Management science
Management science uses various scientific research-based principles, strategies, and
analytical methods including mathematical modeling, statistics and numerical algorithms
to improve an organization's ability to enact rational and meaningful management
decisions by arriving at optimal or near optimal solutions to complex decision problems.

Engineering design management

Engineering design management represents the adaptation and application of customary management
practices, with the intention of achieving a productive engineering design process. Engineering design
management is primarily applied in the context of engineering design teams, whereby the activities,
outputs and influences of design teams are planned, guided, monitored and controlled.

ORGAIZATIONS AND THE NEED FOR MANAGEMENT

Organization – two r more people who work together in a structured way to achieve a specific goal or set
of goals.

Goal – the purpose that an organization strives to achieve. Organization often have more than one goal;
goals are fundamental elements of organizations.

Management – the process of planning, organizing, leading, and controlling the work of organization
members and of using available organizational resources to reach stated organizational goals.

Manager - people responsible for directing the efforts aimed at helping organizations achieve their goals.

Why study organization and management

1. Organizations contribute to the present standards of living of people worldwide
2. Organizations build toward a desirable future and help individual to do the same
3. Organizations help connect people to their pasts.

MANAGERIAL AND ORGANIZATONAL PERFORMANCE

Managerial performance – the measure of how efficient and effective a manager is – how well he or she
determines and achieves appropriate objectives

Organizational performance – the measure of how efficient and effective an organization is – how well it
achieve appropriate objectives.

Efficiency – the ability to minimize the use of resources in achieving organizational objectives. “ doing
things right”

An efficient manager is one who achieve outputs or results, that measure up to the inputs(labor,
materials, and time) used to achieve them. Managers who are able to minimize the cost of the resources
needed to achieve goals are acing efficiently.
Effectiveness – the ability to determine appropriate objectives. “ Doing the right thing”

Effectiveness involves choosing right goals. A manager who selects an inappropriate goal is an
inappropriate manager even if that goal is produced with maximum efficiency.
THE MANAGEMENT PROCESS

Process - a systematic way of doing things.

Management – the process of planning, organizing, leading, and controlling the work of organization
members and of using available organizational resources to reach stated organizational goals.

1. Planning – the process of establishing goals and a suitable course of action for achieving those
goals.
Planning implies that managers think through their goals and actions in advance and that their
actions are based on some methods, plans, or logic rather than a hunch. Plans give the
organizations objectives and set up the best procedures for reaching them.

2. Organizing – the process of engaging two or more people in working together in a structured way
to achieve a specific goal or set of goals.

Organizational design – the process of matching an organizational structure to its goals and
resources. Relationship and time are central to organizing activities. Organizing produces a
structure for the relationship in an organization, and it is through these structured relationships that
future plans will be pursued.

3. Leading – the process of directing and influencing the task-related activities of group members or
an entire organization.

Leading involves directing, influencing, and motivating employees to perform essential tasks.
Relationship and time are central to leading activities.

4. Controlling – the process of ensuring that actual activities conform to planned actions.

The manager must be sure the actions of the organizational members will move the organization
toward its stated goals.

PLANNING
Managers use logic
and methods to think
through goals and
actions

CONTROLLING ORGANIZING
Managers make sure Managers arrange
an organization is and allocate work,
moving towards authority, and
organizational resources to achieve
objectives organizational goals
LEADING
Managers direct,
influence and
motivate employees
to perform essential
tasks

The management process

TYPES OF MANAGERS

1. First – line managers(first level) – managers who are responsible for the work of
operating employees only and do not supervise other managers.
Example: foreman, technical supervisor

2. Middle managers – they are responsible for other managers and sometimes for
some operating employees. They also report to senior managers.

3. Top managers- they are responsible for the overall management of the
organization; they establish operating policies and guide organizations interaction
with its environment.

Example: chief executive officer, president, vice president

Functional and General Managers

Function – a classification referring to a group of similar activities in an organization

such as the marketing or operations.

Functional managers – a manager responsible for just one organizational activity such as
finance or human resource management

General managers – the individual responsible for all functional activities such as
production, sales, marketing, and finance, for an organization such as a company or a
subsidiary.

LEVEL OF MANAGEMENT

Top Management CONCEPTUAL

Middle Management HUMAN

First-line Management TECHNICAL

MANAGEMENT LEVEL AND SKILLS

1. Technical skill- the ability to use the procedures, techniques, and knowledge of a
specialize field
Example: engineers, surgeons, musicians

2. Human skill – the ability to work with, understand, and motivate other people as
individual or groups.
3. Conceptual skill – the ability to coordinate and integrate all of an organization’s
interests and activities.

It involves seeing the organization as a whole, understanding how its pars depend
on one another and anticipating how a change in any of its parts will affect the
whole.