Introduction to Engineering Management, Management and

Organization; Levels of Management Responsibility per

Management Function

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Course Outline:

➢ Definition of Engineering Management

➢ Organization and Management
➢ Management Levels
➢ Management Areas: A Functional View
➢ Understanding Functional Management Areas
➢ Role of a Functional Management

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 What is engineering management?

Engineering management is a specialized form of

management required to successfully lead engineering or
technical personnel and projects and applies to either
functional management or project management.
Engineering managers use their training and experience to
coach, mentor and motivate technical professionals.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 ORGANIZATION - two or more people who work together in a
structured way to achieve a specific goal or set of goals.

GOAL - purpose that an organization strive to achieve

PLAN - program or method for achieving goals

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Structural Elements of An Organization

1. Men. These are the different members of the organization

starting from the very top to the last workman in the
enterprise.
2. Materials. Represents the materials necessary in the
distribution of functions or in the attainment of its objectives.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 3. Machine. The tool necessary in producing its desired output.
4. Methods. The procedures and ways used in the course of its
actions.
5. Money. The financial resources of the organization.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 ORGANIZATIONAL STRUCTURE

Organizational structure refers to the way that an organization

arranges people and jobs so that its work can be performed
and its goals can be met.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 When a work group is very small and face-to-face
communication is frequent, formal structure may be
unnecessary, but in a larger organization decisions have to be
made about the delegation of various tasks.

Thus, procedures are established that assign responsibilities for

various functions.

It is these decisions that determine the organizational structure.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Job Specialization is the separation of organizational activities
into distinct tasks and the assignment of different tasks to
different people.

Delegation is the assignment of a manager’s work and power

to a subordinate.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Why Managers Don’t Delegate

➢ still accountable
➢ fear of subordinate’s superior performance
➢ too disorganized to delegate

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Centralization/Decentralization

An organization is said to be decentralized when authority is

spread widely throughout the lower levels of the organization.

An organization is centralized when authority is held tightly at

the top

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Span of Management

Span of Management refers to the number of people who

report directly to a manager.

Wide – a large number of direct reports

Narrow – few direct reports

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Line versus Staff

A line manager is part of the chain of command; he/she makes

decisions and gives orders to direct reports

Someone in a staff position provides support or expertise to line

managers

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Departmentalization is the grouping of jobs into manageable
units according to some reasonable scheme.

- by function
- by product
- by location
- by customer
- by process

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Organizational Height refers to the number of levels or layers of
management in an organization

Flat – few layers, managers perform more tasks

Tall – many levels – communication problems

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Flat Organization

Top Management

Managers

Front Line

Decentralized & Large Span of Control

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Tall Organization
Top Mgt

Middle Management

Front Line Supervisors

Front Line Workers

Centralized & Narrow Span of Control

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

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

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 MANAGERS are people who are responsible for directing the efforts
aimed at helping organizations achieved their goals

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 FOUR FUNCTIONS OF A MANAGER

1. PLANNING – process of establishing goals and a suitable course of action for

achieving these goals
Managers use logic and methods to think through goals and actions

2. ORGANIZING – process of engaging two or more people to achieve specific goal

Managers arrange and allocate work, authority and resources to achieve
organizational goals

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 3. LEADING – influence and motivate employees to perform essential
tasks
Managers direct, influence and motivate employees to perform
essential tasks

4. CONTROLLING – ensure that actual activities conform to planned

activities
Managers make sure an organization is moving towards
organizational objectives

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Planning

Controlling Organizing

Leading

THE INTERACTIVE NATURE OF THE MANAGEMENT PROCESS

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Management Levels
Most organizations have three management levels:

❑ Low-level managers;
❑ Middle-level managers; and
❑ Top-level managers.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Top Level Managers
Board of Directors,

President,

Vice President, and

CEO

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Responsibilities:

➢ control and oversee the entire organization.

➢ develop goals, strategic plans, company policies, and

➢ make decisions on the direction of the business.

In addition, top-level managers

➢ play a significant role in the mobilization of outside resources.

➢ accountable to the shareholders and general public.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Middle-level managers
❖ General managers,

❖ branch managers, and

❖ department managers

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Their roles are as follows:
❖ Execute organizational plans in conformance with the company’s policies
and the objectives of the top management;
❖ Define and discuss information and policies from top management to
lower management; and most importantly
❖ Inspire and provide guidance to low-level managers towards better
performance.

Middle-level managers devote more time to organizational and directional

functions than top-level managers.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Some of their functions are as follows:

❖ Design and implement effective group and intergroup work and

information systems;
❖ Define and monitor group-level performance indicators;
❖ Diagnose and resolve problems within and among work groups;
❖ Design and implement reward systems supporting cooperative behavior.

• They are accountable to the top management for their department’s

function.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Low-level managers
❑ supervisors,

❑ section leads, and

❑ foremen.

These managers focus on controlling and directing.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Responsibilities:

• Assign employees tasks;

• Guide and supervise employees on day-to-day activities;
• Ensure the quality and quantity of production;
• Make recommendations and suggestions; and
• Upchannel employee problems.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Also referred to as first-level managers, low-level managers are role
models for employees.

These managers provide:

• Basic supervision;
• Motivation;
• Career planning;
• Performance feedback; and
• Staff supervision.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Management Level: Hierarchical View of Management in Organizations

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Management Areas: A Functional View

Organizational management is often approached by identifying business

functions and assigning leadership to those functions.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Understanding Functional Management Areas
Businesses are comprised of a variety of different tasks which, when
coordinated properly, create value through producing products and/or
services.

Each of these different tasks, or functions, require management and

alignment.

One approach to management is assigning leadership roles with authority

and accountability over these different tasks, or management areas.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 This view creates management positions with authority over a given
functional department.

These management areas can span a wide variety of skills and functions, but
the most recognizable and common include marketing, finance, human
resources, operations, software development, and IT.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 This functional view emphasizes managers who are specialists in their fields
who are also capable of:
• leading teams,
• balancing budgets, and
• thinking tactically (and sometimes strategically, at the upper levels).

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Role of a Functional Management

➢ execute specific organizational task within functional areas, through

organizing and leading an organization’s talent in a given field.
➢ focus their efforts on achieving best practices.

Functional managers have a high level of technical knowledge and skills

relative to the area they manage

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 The Role of a Functional Management

A human resources manager in an organization would be expected to

oversee all operations within the scope of human resources.

At a medium or larger sized organization, this could include managing

specialists in payroll, recruitment, talent development, legal, and a variety of
other specializations within the scope of a human resources team.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 The Role of a Functional Management

➢ The manager shouldn’t execute each specific task, but instead

understand what is required to complete these tasks.
➢ The manager must have the broad technical knowledge required to
ensure each individual within that functional team has the skills,
resources, and alignment necessary to effectively carry out these
functions.

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management

 Thank you!!!

Engr. Nelia P. Verzosa, Ed.D. Project Construction and Management