ENGINEERING MANAGEMENT
Principles of Engineering Management
Engineering – is the discipline, art, skill and profession of acquiring
and applying scientific, mathematical, economic, social, and practical
knowledge to design and build structures, machines, devices,
systems, materials and processes that safely realize improvements to
the lives of people.
Management– is the act of getting people together to accomplish
desired goals and objectives using available resources efficiently and
effectively.
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Principles of Engineering
Management
Engineering Management – it is
a specialized form of management
that is concerned with the application
of engineering principles to actual
business practices.
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WHY DO WE STUDY
ENGINEERING
MANAGEMENT?
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To empower engineering managers
with knowledge and skills needed
to lead technical individuals,
organizations, or processes to
success.
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FUNCTIONS OF
MANAGEMENT
EFFICIENCY VS. EFFECTIVENESS
Getting work done Accomplishing tasks
with minimum of that help
effort, expense or organizational
waste; objectives;
Doing things right Doing right things
most output for least
input
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LEVELS OF MANAGEMENT
Top Level of Management
Is the ultimate source of authority and it manages
goals and policies for an enterprise. It devotes more
time on planning and coordinating functions.
Middle Level of Management
Responsible to the top management for the
functioning of their department. They make plans for
the sub-units of organization.
Lower Level of Management
Is also known as supervisory/operative level of
management. They guide and instruct workers for a
day to day activities.
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ROLES OF ENGINEERS
Engineers develop new technological solutions. During the engineering design
process, the responsibilities of the engineer may include defining problems,
conducting and narrowing research, analyzing criteria, finding and analyzing
solutions, and making decisions.
Informational Roles:
1. Analyst Engineers break things down into classes and categories, in order to
understand them.
2. Architect Engineers make design based on technical feasibility and standards
and what the client wants (and sometimes aesthetic fashion).
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ROLES OF ENGINEERS
3.Craftsman Engineers implement the design based on craftsmanship
and based on scientific and technical knowledge
4. Automator or Tool Maker Engineers initiate creation of different
tools to enhance productivity
5. Designer Engineers make the prototype for a craftwork or who
makes scale drawings for a machine.
6. Engineers must be concerned with the application of technology in
a systems context, must be pragmatic, must coordinate those things
that must work or fit together
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ROLES OF ENGINEERS
Managerial Roles
Interpersonal Roles
1.Figurehead - Managers perform ceremonial duties
2.Leader- Managers motivate and encourage workers
to accomplish objectives
3.Liaison- Managers deal with people outside their
units
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ROLES OF ENGINEERS
Informational Roles
1. Monitor- Managers scan their environment for
information
2. Disseminator- Managers share information with
others in their company
3. Spokesperson- Managers share information with
others outside their departments or companies
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ROLES OF ENGINEERS
Decisional Roles
1. Entrepreneur Managers adapt to incremental change
2. Disturbance Handler Managers respond to problems
that demand immediate action
3. Resource Allocator Managers decide who gets what
resources
4. Negotiator Managers negotiate schedules, projects,
goals, outcomes, resources, and raises
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History and Evolution of
Engineering Management
Frederick Winslow Taylor (1856-
1915)
He is an American Mechanical Engineer who
is known today as the “Father of Scientific
Management”. One of his many
contributions to modern management is the
common practice of giving employees rest
breaks throughout the day.
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History and Evolution of
Engineering Management
Taylor’s Four Management Principles
• Develop a science for each element of a man’s
work, which replaces the old rule-of-thumb
method.
• Scientifically select and then train, teach, and
develop the workman.
• Cooperate with the men to insure all work is done
in accordance with the principles of the science.
• There is almost equal division of the work and the
responsibility between management and workmen
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History and Evolution of
Engineering Management
Frank and Lilian Gilbreth: Time
and Motion
Frank and Lilian were a husband and a wife team who
worked as engineers in the early part of the 20th
century.
Frank is known primarily for his time and motion
studies. Lilian focused on the human aspects of work
and the understanding of workers 'personalities and
need.
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History and Evolution of
Engineering Management
Henry L. Gantt (1861-1919)
Develop the Gantt Chart which is used for scheduling
multiple over-lapping tasks over a time period. He
focused on motivational schemes, emphasizing the
greater effectiveness of rewards for good work (rather
than penalties for poor work).
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History and Evolution of
Engineering Management
HENRI FAYOL (1841-1925)
The “Father of Modern Management Theory. Fayol
“Divided industrial activities into six groups:
technical, commercial, financial, security, accounting
and managerial. He also formulated the fourteen
Principles of Management.
Fayol's 14 Principles of Management
1. Division of Work – When employees are specialized,
output can increase because they become increasingly
skilled and efficient.
2. Authority – Managers must have the authority to give
orders, but they must also keep in mind that with
authority comes responsibility.
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History and Evolution of Engineering Management
3. Discipline – Discipline must be upheld in organizations, but
methods for doing so can vary.
4. Unity of Command – Employees should have only one direct
supervisor.
5. Unity of Direction – Teams with the same objective should be
working under the direction of one manager, using one plan. This will
ensure that action is properly coordinated.
6. Subordination of Individual Interests to the General Interest –
The interests of one employee should not be allowed to become more
important than those of the group. This includes managers.
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History and Evolution of Engineering Management
7.Remuneration – Employee satisfaction depends on fair
remuneration for everyone. This includes financial and non-financial
compensation.
8. Centralization – This principle refers to how close employees are
to the decision making process. It is important to aim for an
appropriate balance.
9. Scalar Chain – Employees should be aware of where they stand in
the organization's hierarchy, or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for
employees. Everything should have its place.
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History and Evolution of Engineering Management
11. Equity – Managers should be fair to staff at all times, both
maintaining discipline as necessary and acting with kindness where
appropriate.
12. Stability of Tenure of Personnel – Managers should strive to
minimize employee turnover. Personnel planning should be a
priority.
13. Initiative – Employees should be given the necessary level of
freedom to create and carry out plans.
14. Esprit de Corps – Organizations should strive to promote team
spirit and unity.
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History and Evolution of
Engineering Management
MAX WEBER (1864-1920)
He is the “Father of Modern Sociology”. He
analyzed bureaucracy as the most logical and
rational structure for large organizations.
Bureaucracies are founded on legal or
rational authority which is based on law,
procedures and rules.
Bureaucracy - Literally means to rule from a
desk or office - The exercise of control on
the basis of knowledge, expertise, or
experience.
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History and Evolution of
Engineering Management
6 Bureaucracy Characteristics:
1. Task Specialisation
2. Hierarchical layers of
authority
3. Formal selection
4. Rules and requirements
5. Impersonal
6. Career orientation
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6 Bureaucracy Characteristics:
1. Task Specialisation-every employee has a specific place within the
organisation and is expected to solely focus on his/her area of
expertise.
2. Hierarchical layers of authority-reflects lines of bureaucratic
communication and the degree of delegation and clearly lays out
how powers and responsibilities are divided.
3. Formal selection-All employees are selected on the basis of
technical skills and competences, which have been acquired
through training, education and experience.
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6 Bureaucracy Characteristics:
4. Rules and requirements-Formal rules and requirements are required
to ensure uniformity, so that employees know exactly what is
expected of them.
5. Impersonal-Regulations and clear requirements create distant and
impersonal relationships between employees, with the additional
advantage of preventing nepotism or involvement from outsiders or
politics.
6. Career Employees of a bureaucratic organization are selected on
the basis of their expertise. This helps in the deployment of the right
people in the right positions and thereby optimally utilizing human
capital.
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History and Evolution of
Engineering Management
MARY PARKER FOLLETT (1868-1933)
Mary Parker Follett is known today as the “Mother of
Scientific Management“. Her many contributions to modern
management include the ideas of negotiation, conflict
resolution, and power sharing.
GEORGE ELTON MAYO (1840-1949)
“Father of the Hawthorne Studies” - Identified the
Hawthorne Effect or the bias that occurs when people know
that they are being studied.
CHESTER I. BARNARD (1886-1961)
He introduced the Systems Theory suggesting that the task
of managers is to maintain a system of cooperative effort in
a formal organization. He suggested a comprehensive social
systems approach to managing.
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Thank You
Engr. Aracelle C. Mendez
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