KWARA STATE UNIVERSITY

COLLEGE OF ENG. & TECH.
MALETE, KWARA STATE, NIGERIA

ABE 501

ENGINEERING MANAGEMENT

LECTURER: Dr. R.A. Busari.

 Course outline

• Essence of Management Task

• Patterns of Leadership
• Creating a viable organization
• Productivity and motivation
• Organizing task
• The span of control and delegation of Authority
• Organizational theory and concepts
• Industrial safety
• Engineering business – Types, structure, and
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functions of organizations
 Course outline

• Techniques in Engineering management

• Production management – product design and
development, planning and control
• Work scheduling

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 REFERENCE

• REFERENCE
• Gaynor, G. H. (1996) Handbook of Technology
Management, New York: McGraw-Hill
• Khalil, T. M. (2000) Management of Technology,
New York: McGraw-Hill
• Lanigan, M., (1992) Engineers in Business, Reading,
MA: Addison-Wesley
• Mazda, F. F. (1998) Engineering Management,
Reading, MA: Addison-Wesley

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 ENGINEERING MANAGEMENT
Engineering Management
The profession in which a A set of activities (including
knowledge of the mathematical planning and decision making,
and natural science gained by organizing, leading and control)
study, experience, and practice is directed at an organization's
applied with judgement to resources (human, financial,
develop ways to utilize, physical and informational) with
economically, the materials and the aim of achieving
forces of nature for the benefit of organizational goals in an
Mankind. efficient and effective manner.

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 ENGINEERING MANAGEMENT (Cont.)

• Engineering Management is concerned with the design,

installation, and improvement of integrated systems of
people, material, information, equipment, and energy by
drawing upon specialized knowledge and skills in the
mathematical, physical, and social sciences, together with
the principles and methods of engineering analysis and
design to specify, predict, and evaluate the results to be
obtained from such systems. 6
 ENGINEERING MANAGEMENT (Cont.)

• Engineering management is the fusion of business and

engineering principles. By having knowledge of economics
and management they can forecast or can predict the
utility, advantages, disadvantages of the product and also
get to know the scope of the product and it's contribution
in growth.

• Engineering Management is a specialized form of

management that is concerned with the application of7
engineering principles to business practice.
 ENGINEERING MANAGEMENT (Cont.)

• Career that brings together the technological problem-

solving savvy of engineering and the organizational,
administrative, and planning abilities of management in
order to oversee complex enterprises from conception to
completion.

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 Importance of Management

• The importance of management in an organization may be

summarized as follows:
• It distributes the work and machine among workers in such a way
that maximum output is achieved
• It coordinates the various activities of staff in organization
• It keeps proper control over the employees of various
department thereby maintaining discipline
• It maintains efficient storing and recording of the company’s
activities
• It develops means of marketing and publicity
• It suggests new ideas and improvement
• It maintains good human relations among staff, thereby ensuring
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industrial peace; and harmony;
• It ensures that staff are adequately compensated.
Engineering Management Domain

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 Engineering Management 

• Example of engineering management area are:

• Product development; Manufacturing; Construction; Design
engineering; Industrial engineering; Technology; Production
• Successful engineering managers typically require training and
experience in business and engineering to:
1. Operate effectively and efficiently
2. Problem solving and operations improvement
• Managers within the field of engineering are trained to
understand Human resource management, finances, industrial
psychology, quality control, operations research and
environmental management.
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 Engineering Management 

Work of an Engineer As Technical Contributor

• Understand; objectives of tasks specified
• Develop; action plan for implementation
• Define; standards (performance metrics)
• Select; methodology/techniques
• Implement; task with proper efforts
• Generate; results and secure value
• Report ; findings (impact, lessons)

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 Engineering Management 

• Management is getting things through others,

Management needs:
Objective
Resources
Methods
Organization setting
People

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Function of Manager

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 Function of Manager

Planning (Project Scheduling, Project Budgeting and Selection)

Process of determining the organization’s objectives and
deciding how to accomplish them
• Manager should have objective in mind
• Planning help manager to do the right things
• Well planning needs the following
• Defining objectives,
• Deciding what/when/how/who
What is to be done,
When it is to be done,
How it is to be done, 15

Who is to do it.
 Types of Management

Plans
Strategic Plans
Tactical Plans
Operational Plans
 Strategic Plans
Executive level managers
• Establish the long-range objectives & overall
strategy to fulfill firm’s mission
• 2-10 years forward-looking
• Sustainability
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• diversification, divestiture , mergers &
acquisitions,
 Types of Management

 Tactical Plans
Short-range – strategy implementation
• 1 year or less
• Environmental change
• Periodically reviewed & updated
Operational Plans

Very short-term – actionable, specific

• Individuals, work groups, departments
• 1 month, 1 week, 1 day
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• Achieve tactical plans
 Function of Manager

Organizing (Strategic decision-making &

Game theory) Structuring of resources &
activities to accomplish objectives
efficiently & effectively.
– Creates synergy
– Establishes lines of authority
– Improves communication
– Improves competitiveness

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 Function of Manager

Staffing –
Hiring people to carry out the work of the
organization.
– Recruiting
– Determine skills
– Motivate & train
– Compensation levels

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 Function of Manager

• Directing (Incentives and Productivity )

• Redirecting human behavior to achieve
objectives
• Motivating others to produce,
• Influencing subordinates
• Recognition and appreciation

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 Function of Manager

• Controlling
• Keeping things on track,
• Steering performance towards desired goal,
• Coordinating monitoring and adjusting
performance
– Measuring performance
– Comparing performance against standards
– Identifying deviations from standards
– Investigating causes of deviations 21
– Taking corrective action
 Types of Management

• Levels of Management –
• Top management
• Middle management
• First-line/supervisory management
Top Management
• President
• Chief Executive Officer (CEO)
• Chief financial officer (CFO)
• Chief operations officer (COO) 22
 Types of Management

– Middle Management
• Responsible for tactical planning
• Implement general guidelines established by
top management
– First-Line Management
• Supervise workers
• Oversee daily operations
• Directing and controlling primary functions
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 Areas of Management

• Finance
• Production
• Operations
• Human Resources
• Marketing
• Administration
Financial Management –
• Focus on obtaining money necessary for the
successful operations and using funds to further
organizational goals. 25
 Areas of Management

Production & Operations Management–

• Develop & administer activities to transform resources
into goods, services, and ideas for the marketplace.
Human Resources Management –
• Handle staffing function and deal with employees
in a formalized manner
Marketing Management –
• Responsible for planning, pricing, and promoting
products and making them available to customers
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 Areas of Management

Information Technology (IT) Management –

• Responsible for implementing, maintaining, and
controlling technology applications in business
(computer networks)
Administrative Managers –
• Manage an entire business or major segment of the
business. Coordinate activities of specialized
managers.

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 Skills Needed by Managers

• Leadership
• Technical expertise
• Conceptual skills
• Analytical skills
• Human relations skills
Leadership –
• Ability to influence employees to work toward
organizational goals.

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 Types of Managers

• Autocratic Leaders
• Decision makers, “tell” employees
• Democratic Leaders
• Involve employees in decisions
• Free-rein leaders
• Employees work without interference
• The Silent Type
This is the type of manager who does not take a stand on
any issue until others have done so. He then joins where
the majority is. Such managers do so in order not to be29
blamed alone when something goes wrong.
 Types of Managers

• The Keep-it-Simple Type

This type of manager sees every problem as simple. For
any problem to be solved, it must be reduced to a series of
simple steps. Thus he does not want to be bothered by
long-term implications or side effects of a particular
decision.
• The Historically Minded Type
Some managers rose through the ranks and therefore are
used to certain laid down and generally accepted ways of
doing things. Before any decision is made, reference is
made to another decision taken earlier. 30
 Types of Managers

• The One Track Manager

The one track manager believes that whatever happens
around him is caused by the same problem. For example,
such a manager may believe that his company is having
problems because of a poor financial base. To him, every
other problem is caused by lack of money, whether it is
technical, public relations or management.
• The Lion-Hearted Manager
This type of manager talks a lot. At the slightest
opportunity he dominates every discussion, since he
believes he is the expert on every subject.
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 Types of Managers

• The 5 goals of a project manager

• To finish on time
• To finish under budget
• To meet the requirements
• To keep customers happy
• To ensure a happy team

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 Questions

• What is Engineering management

• What are management needs
• Explain the functions of a manager
• What are the managerial skills needed for
various levels of management

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 Essence or characteristics of Management Task 

Management is a distinct activity having the following

salient features:
• Economic Resource : Management is one of the factors
of production together with land, labour and capital. As
industrialization increases, the need for managers also
increases. Efficient management is the most critical input
in the success of any organized group activity as it is the
force which assembles and integrates other factors of
production, namely, labour, capital and materials. Inputs
of labour, capital and materials do not by themselves
ensure production, they require the catalyst of
management to produce goods and services required by
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the society. Thus, management is an essential ingredient
of an organization.
 Essence or characteristics of Management Task 

Goal Oriented: Management is a purposeful activity. It coordinates

the efforts of workers to achieve the goals of the organization. The
success of management is measured by the extent to which the
organizational goals are achieved. It is imperative that the
organizational goals must be well-defined and properly understood
by the management at various levels.

Distinct Process: Management is a distinct process consisting of such

functions as planning, organizing, staffing, directing and controlling.
These functions are so interwoven that it is not possible to lay down
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exactly the sequence of various functions or their relative
significance.
 Essence or characteristics of Management Task 

Integrative Force : The essence of management is integration of human and

other resources to achieve the desired objectives. All these resources are made
available to those who manage. Managers apply knowledge, experience and
management principles for getting the results from the workers by the use of
non-human resources. Managers also seek to harmonize the individuals' goals
with the organizational goals for the smooth working of the organization.

System of Authority : Management as a team of managers represents a

system of authority, a hierarchy of command and control. Managers at
different levels possess varying degree of authority. Generally, as we move
down in the managerial hierarchy, the degree of authority gets gradually
reduced. Authority enables the managers to perform their functions 36
effectively.
 Essence or characteristics of Management Task 

Multi-disciplinary Subject : Management has grown as a field

of study (i.e. discipline) taking the help of so many other
disciplines such as engineering, anthropology, sociology and
psychology. Much of the management literature is the result
of the association of these disciplines. For instance,
productivity orientation drew its inspiration from industrial
engineering and human relations orientation from
psychology. Similarly, sociology and operations research have
also contributed to the development of management science. 37
 Essence or characteristics of Management Task 

Universal Application : Management is universal in character.

The principles and techniques of management are equally
applicable in the fields of business, education, military,
government and hospital. Henri Fayol suggested that principles
of management would apply more or less in every situation.
The principles are working guidelines which are flexible and
capable of adaptation to every organization where the efforts
of human beings are to be coordinated.
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 Patterns of leadership

• An effective leader influences followers in a desired manner to

achieve desired goals. Different leadership styles may affect
organizational effectiveness or performance
• Who is a leader?

• A leader can be defined as a person who delegates or influences

others to act so as to carry out specified objectives. Today’s

organizations need effective leaders who understand the

complexities of the rapidly changing global environment. If the task

is highly structured and the leader has good relationship with the 39

employees, effectiveness will be high on the part of the employees.

 Patterns of leadership

The success or failure of proper organizations, nations and

other social units has been largely credited to the nature of
their leadership style, leadership is really a process for
impacting on others commitment towards recognizing
their full potential in achieving goals, vision with passion
and integrity. The associations between leader and worker
give additional factor employees’ satisfaction which are
considerably affected through the leadership style adopted
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by the leader.
Patterns of 
• An effective leader influences followers in a desired
manner to achieve desired goals. Different

leadership leadership styles may affect organizational

effectiveness or performance

• Who is a leader?

• A leader can be defined as a person who delegates

or influences others to act so as to carry out

specified objectives. Today’s organizations need

effective leaders who understand the complexities

of the rapidly changing global environment. If the

task is highly structured and the leader has good

relationship with the employees, effectiveness will

be high on the part of the employees. 41

Dr. S.O. Odeyemi
Patterns of 
• The success or failure of proper

leadership
organizations, nations and other social
units has been largely credited to the
nature of their leadership style, leadership
is really a process for impacting on others
commitment towards recognizing their
full potential in achieving goals, vision
with passion and integrity. The
associations between leader and worker
give additional factor employees’
satisfaction which are considerably
affected through the leadership style
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adopted by the leader.

Dr. S.O. Odeyemi
Patterns of 
leadership
The 
Managerial 
Grid
High
Concern for People
Low

Lo Concern for Production High

w
43

Dr. S.O. Odeyemi
Patterns of 
leadership
The 
Managerial 
Grid

44

Dr. S.O. Odeyemi
 Patterns of 
leadership
The Managerial 
Grid; 1.1. 
orientation

45

Dr. S.O. Odeyemi
 Patterns of  • 1.1. Orientation – Impoverished
leadership Management
The Managerial  • Low Concern for Production
Grid; 1.1.  • Low Concern for People
orientation • Contributes little to the organization
• Doing only enough to keep job
• Someone just waiting on retirement

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Dr. S.O. Odeyemi
 Patterns of 
leadership
The Managerial 
Grid; 9.1. 
orientation

47

Dr. S.O. Odeyemi
 Patterns of  9.1. Orientation – Authority/Obedience
leadership • High concern for production
The Managerial  • Low Concern for people
Grid; 9.1.  • Autocratic
orientation
• Expects compliance to orders-
Controlling
• Exercises power and authority

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Dr. S.O. Odeyemi
 Patterns of 
leadership
The Managerial 
Grid; 5.5. 
orientation

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Dr. S.O. Odeyemi
 Patterns of  5.5. Orientation – Middle of the road
leadership • Moderate concern for production and
The Managerial  people
Grid; 5.5.  • Adequate organizational performance
orientation could be achieved through compromise.
• Group dynamics play a vital role-Acts in
response to group norms
• Wants to be liked- does not want to
“rock the boat” Goes along with the
majority.
• A 5,5 manager operates well within
informal groups

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Dr. S.O. Odeyemi
 Patterns of 
leadership
The Managerial 
Grid; 1.9. 
orientation

51

Dr. S.O. Odeyemi
 Patterns of  1.9. Orientation – Country Club
leadership Management

The Managerial  • Places high emphasis on feelings and

Grid; 1.9.  emotions of employees.
orientation • Neglects production aspect of the
company
• 1,9 manager desires to be liked by the
employees.
• Low Competition

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Dr. S.O. Odeyemi
 Patterns of 
leadership
The Managerial 
Grid; 9.9. 
orientation

53

Dr. S.O. Odeyemi
 Patterns of  9.9. Orientation – Team Management
leadership • Seeks to integrate both the production
and the human aspect-high concern for
The Managerial  production and people.
Grid; 9.9.  • Engages the work force
orientation – Empowerment
– Teams
– Communication
• Blake and Mouton- Best leadership
approach

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Dr. S.O. Odeyemi
Patterns of 
• Transformational Leadership styles:
Transformational leadership style concentrates on

leadership the development of followers as well as their

needs. Managers with transformational leadership
style concentrate on the growth and development
of value system of employees, their inspirational
level and moralities with the preamble of their
abilities. The aim of transformational leadership
would be to transform people and organizations
inside a literal sense - to alter them in the mind
and heart enlarge vision, insight and
understanding clarify reasons make behavior
congruent with values, concepts and brings about
changes which are permanent, self-perpetuating
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and momentum building.

Dr. S.O. Odeyemi
Patterns of 
• Transformational leaders encourage

leadership
followers to view problems from new
perspectives, provide support and
encouragement communicates a vision,
stimulates emotion and identification.
Transformational leaders are able to
define and articulate a vision for their
organizations and their leadership style
can influence or “transform” individual-
level variables such as increasing
motivation and organization-level
variables, such as mediating conflict
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among groups or teams.

Dr. S.O. Odeyemi
Patterns of  • Transactional Leadership styles:

leadership
Transactional leadership relies more
about "trades" between the leader and
follower by which followers are
compensated for meeting specific goals
or performance criteria. The
transactional leader will first validate
the relationship between performance
and reward and then exchange it for an
appropriate response that encourages
subordinates to improve performance.
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Dr. S.O. Odeyemi
Patterns of 
• Transactional leadership depends on

leadership
contingent reinforcement, either positive
contingent reward or the more negative
active or passive forms of management-
by-exception. Transactional leaders
motivate followers through exchange; for
example, accomplishing work in exchange
for rewards or preferences. Transactional
leader tends to focus on task completion
and employee compliance and these
leaders rely quite heavily on
organizational rewards and punishments
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to influence employee performance.
Dr. S.O. Odeyemi
 Tutorial  1. Explain 5 characteristics of

Questions
management tasks

2. Who is a leader?

3. Using the Managerial grid explain 4

managerial styles

4. Differentiate between transformational

leadership style and transactional
leadership style.

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Dr. S.O. Odeyemi