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Chapter One: The Exceptional Engineering Manager

Engineering Management

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Boboako Napoles
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41 views

Chapter One: The Exceptional Engineering Manager

Engineering Management

Uploaded by

Boboako Napoles
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter One

The Exceptional Engineering


Manager
What You Do, How You Do It

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved.


Engineering Management: What It
Is, What Its Benefits Are
Managers operate within an organization
• Organization
 a group of people who work together to
achieve some specific purpose

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Management in Organizations

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Engineering Management: What It
Is, What Its Benefits Are
Management is defined as
1. The pursuit of organizational goals
efficiently and effectively by
2. Integrating the work of people through
3. Planning, organizing, leading, and
controlling the organization’s
resources

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Engineering Management: What It
Is, What Its Benefits Are
Engineering is defined as:
The profession in which a knowledge of
the mathematical and natural science
gained by study, experience, and practice
is applied with judgement to develop ways
to utilize, economically, the materials and
forces of nature for the benefit of mankind

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Engineering Management

• Engineering Management is concerned


with the direct supervision of engineers
and the management functions
(planning, organising, leading and
controlling) in a technological
organisation.
• Prepare engineers to become effective
leaders in meeting the challenges in this
new millennium
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Engineering Management: What It
Is, What Its Benefits Are
• To be efficient means to use resources-
people, money, raw materials, and the
like-wisely and cost-effectively
• To be effective means to achieve
results, to make the right decisions and
to successfully carry them out so that
they achieve organizational goals

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Six Challenges to Being a Star
Engineering Manager
1. Managing for competitive advantage –
staying ahead of rivals
2. Managing for diversity – the future won’t
resemble the past
3. Managing for globalization – the expanding
management universe

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Six Challenges to Being a Star
Engineering Manager (cont.)
4. Managing for information technology
5. Managing for ethical standards
6. Managing for your own happiness & life
goals

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Managing for Competitive
Advantage
• Competitive advantage
 the ability of an organization to produce
goods or services more efficiently than
competitors do, thereby outperforming
them

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Managing for Information
Technology
• Information technology has facilitated
e-business, using the Internet to
facilitate every aspect of running a
business

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What Managers Do: The Four
Principal Functions

Figure 1.1

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Management: Origins

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Pyramid Power: Levels & Areas of
Management

Figure 1.2

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Pyramid Power: Levels & Areas of
Management
• Top managers
 make long-term decisions about the
overall direction of the organization and
establish the objectives, policies, and
strategies for it

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Pyramid Power: Levels & Areas of
Management
• Middle managers
 implement the policies and plans of the
top managers above them and supervise
and coordinate the activities of the first-line
managers below them
• First-line managers
 make short-term operating decisions,
directing the daily tasks of nonmanagerial
personnel

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Management Levels: Type of Job

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Basic Managerial Skills

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Basic Managerial Skills

• Technical skills
 the job-specific knowledge needed to
perform well in a specialized field
• Conceptual skills
 the ability to think analytically, to visualize
an organization as a whole and
understand how the parts work together

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Basic Managerial Skills

• Human skills
 the ability to work
well in cooperation
with other people
to get things done

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The Most Valued Traits in Managers

• The ability to motivate and engage


others
• The ability to communicate
• Work experience outside the United
States
• High energy levels to meet the demands
of global travel and a 24/7 world

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

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Role Differences Between Engineers and
Managers

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Engineers Versus Managers

What Engineers Do What Managers Do


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

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Philosophical Similarities Between Engineering
and Management

 Both engineers and managers are trained to


be decision makers in a complex
environment.
 Both allocate resources for the operation of
existing systems or for the development of
new systems.
 Both have to recognize, identify and evaluate
the interactions among system components.
(Cleland and Kocaoglu 1981)

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