Engineering Management Consulting – where the engineer works as consultant

CHAPTER 1 of any individual or organization requiring his

services.
INTRODUCTION TO ENGINEERING
Government – where the engineer may find
MANAGEMENT
employment in the government performing any of
Engineers play a key role that in maintaining
the various tasks in regulating, monitoring, and
technological leadership and a sound economy as the
controlling the activities of various institutions,
world becomes flatter in today’s global economy. To
public or private.
do this, the engineer needs to remain alert to
changing products, processes, technologies, and
Teaching – where the engineer gets employment in
opportunities, and be prepared for a creative and
a school and is assigned as a teacher of engineering
productive life and position of leadership.
courses. Some of them become deans, vice
presidents, and presidents.
THE FUNCTIONS OF THE ENGINEER
Specific problem concerns:
Management – where the engineer is assigned to
1.the production of more food for a fast-growing
manage groups of people performing specific tasks
world population;
2. the elimination of air and water pollution
HISTORY
3. solid waste disposal and materials recycling;
4. the reduction of noise in various forms;
Ancient Civilizations -Egyptian Pyramids
5. supplying the increasing demand for energy;
-Great Wall of China
6. supplying the increasing demand for mobility;
-Mayan Temples
7. preventing and solving crimes;
-Stonehenge (England)
8. meeting the increasing demand for
-Staffing System
communication facilities.
(Alexander the Great)
-Roads and aqueducts
Research – where the engineer is engaged in the
(Romans)
process of learning about nature and codifying this
knowledge into usable theories.
Medieval Period Four Centuries of Dark
Design and development – where the engineer Ages
undertake the activity of turning a product concept to
a finished physical item. Renaissance Arsenal of Venice

Testing – where the engineer works in a unit where Industrial Revolution, -Factories
new products or parts are tested for workability. 18th and 19th Centuries -Steam Engines

Manufacturing – where the engineer is directly in Industrial -Railroads, canals, steel

charge of production personnel or assumes Development in the mills
responsibility for the product. U.S 19th Century -West Point Military
Academy
Construction – this is where the construction -Morrill Land Grant Act
engineer (civil engineer usually) is directly in charge -American Society for
of the construction personnel or may have Engineering Education
responsibility for the quality of the construction
process. Management -Frederick Taylor
Philosophies, 20th -Frank Gilbreth
Sales - where the engineer assists the company’s Century Scientific -Lillian Gilbreth
customers to meet their needs, especially those that Management -Henry Gantt
require technical expertise.
 Administrative -Henry Fayol leading, and controlling an organization’s resources
Management -Max Weber to achieve its mission and objectives.”

Behavioral -Abraham Maslow THE PROCESS OF MANAGEMENT

Management -Hawthorne Studies Management is a process consisting of planning,
-Abilene Paradox organizing, directing (or leading), and controlling.
-Theory X and Theory
Y Management must seek to:
- find out the objectives of the organization
THE ENGINEER IN VARIOUS TYPES OF - think of ways how to achieve them
ORGANIZATION - decide on the ways to be adapted and the material
resources to be used
1.Level One – those with minimal engineering jobs - determine the human requirements of the total job
like retailing firms. - assign specific tasks to specific persons
- motivate them
2.Level Two – those with a moderate degree of - provide means to make sure that the activities are in
engineering jobs like transportation companies the right direction.

3.Level Three – those with a high degree of REQUIREMENTS FOR THE ENGINEER
engineering jobs like construction firms. MANAGERS JOB

Management Skills Required at Various Levels Engineer manager must have the following
qualifications:
The engineer will have a slim chance of becoming 1. a bachelor’s degree in engineering from a
the general manager or president of level one, unless reputable school; In some cases, a master’s degree in
of course, he owns the firm. The engineer manager engineering or business management is required;
may be assigned to head a small engineering unit of 2. a few years’ experience in pure engineering job;
the firm, but there will not be too many firms which 3. training in supervision;
will have this unit. 4. special training in engineering management

In level two firms, the engineer may be assigned to HOW ONE MAY BECOME A SUCCESSFUL
head the engineering division. The need for ENGINEER MANAGER
management skills will now be felt by the engineer Kreitner indicates at least three general
manager. preconditions for achieving lasting success as
a manager:
Level three firms provide the biggest opportunity for
an engineer to become the president or general Ability
manager. • Managerial ability refers to the capacity of
an engineer manager to achieve
ENGINEERING MANAGEMENT DEFINED organizational objectives effectively and
Engineering management refers to the activity efficiently.
combining “technical knowledge with the ability to • Effectiveness, according to Higgins, refers to
organize and coordinate worker power, materials, a description of “whether objectives are
machinery, and money.” accomplished”, while efficiency is a
description of the relative amount of
The top position an engineer manager may hope to resources used in obtaining effectiveness.”
occupy is the general managership or presidency of
any firm, large or small. Motivation to manage
John B. Miner, developed a psychometric
MANAGEMENT DEFINED instrument to measure objectively an individual’s
Management may be defined as the “creative motivation to manage. The test is anchored to the
problem-solving process of planning, organizing, following dimensions:
 1. Favorable attitude toward those in positions
of authority, such as superiors;
2. Desire to engage in games or sports
competition with peers.
3. Desire to engage in occupational or work-
related competition with peers.
4. Desire to assert oneself and take charge.
5. Desire to exercise power and authority
over others.
6. Desire to behave in a distinctive way, which
includes standing out from the crowd.
7. Sense of responsibility in carrying out the
routine duties associated with managerial
work

Opportunity
The opportunity for successful management has two
requirements namely:
1. obtaining a suitable managerial job
2. finding a supportive climate once on the job
CHAPTER 2 Examples of Internal limitations:
- Limited funds available for the purchase of
equipment
DECISION -MAKING
- Limited training on the part of employees
Managers of all kinds and types including the
- Ill-designed facilities
engineer manager are primarily tasked to provide
leadership in the quest for the attainment of the
Examples of External limitations:
organization’s objectives.
- Patents are controlled by other organizations
Engineer manager’s decision-making skills will be
- A very limited market for the company’s
very crucial to his success as a professional.
products and service exists
- Strict enforcement of local zoning
DECISION-MAKING AS A MANAGEMENT
regulations
RESPONSIBILITY
Decision-making is a responsibility of the engineer
Components of the Environment
manager. It is understandable for managers to make
Two major concerns:
wrong decisions at times. The wise manager will
- Internal – refers to the organizational
correct them as soon as they are identified. The
activities within a firm that surrounds
bigger issue is the manager who cannot or do not
decision-making
want to make decisions. Delaney concludes that this
- External – refers to variable that are outside
type of managers is dangerous and should be
the organization and not typically within the
removed from their position as soon as possible.
short-run control of top management
WHAT IS DECISION-MAKING
3. Articulate problems or opportunity
Decision-making may be defined as “process of
identifying and choosing alternative courses of
4. Develop viable alternative
action in a manner appropriate to the demands of
a. Prepare a list of alternative solutions
situation”
b. Determine the viability of each solutions
c. Revise the list by striking out those which are not
The definition indicates that the engineer manager
viable
must adapt a certain procedure designed to determine
the best option available to solve certain problems.
5. Evaluate alternative
After determining the viability of the alternative and
Decisions are made at various management levels
a revised list has been made, an evaluation of the
(i.e., top, middle, and lower levels) and at various
remaining alternatives is necessary. This is important
management functions (i.e., planning, organizing,
because the next step involves making a choice.
directing and controlling)
6. Make a choice
Decision making, according to Nickels and others,
Choice-making refers to the process of selecting
“is the heart of all the management functions.
among alternatives representing potential solutions
to a problem.
THE DECISION-MAKING PROCESS
Particular effort should be made to identify all
According to David H. Holt, rational decision-
significant consequences of each choice.
making is a process involving the following steps:
1. Diagnose problem
7. Implement decision
A problem exists when there is a difference between
Implementation refers to carrying out the decision so
an actual situation and a desired situation.
that the objectives sought will be achieved. At this
stage, resources must be made available so that the
2. Analyze environment
decision may be properly implemented.
The objective of environmental analysis is the
identification of constraints, which may be spelled
8. Evaluate and adapt decision result
out as either internal or external limitations.
Feedback refers to the process which requires
checking at each stage of the process to assure that
the alternatives generated, the criteria used in
evaluation, and the solution selected form
implementation are keeping with the goals and
objectives originally specified.
Control refers to the actions made to ensure that
activities performed match the desired activities or
goals that have been set.
CHAPTER 3: PLANNING THE PLANNING PROCESS
Setting organizational, divisional, or unit goals
TECHNICAL ACTIVITIES • The first task of the engineer manager is to
provide a sense of direction to his firm, to his
PLANNING division, or to his unit.
If managing an organization is to be pursued • GOALS may be defined as the “precise
vigorously, planning will constitute the most statement of results sought, quantified in time
important activity. and magnitude, where possible”.

PLAN: Developing strategies or tactics to reach goals

The output of planning, provides a methodical way • The ways to realize the goals are called
of achieving desired results. It serves a useful guide. STRATEGIES and these will be the concern
of top management.
According to • STRATEGY may be defined as “a course of
Nickels: the management function that involves action aimed at ensuring that the organization
anticipating future trends and determining the best will achieve its objectives”.
strategies and tactics to achieve organizational • TACTIC is a short-term action taken by
objectives management to adjust to negative internal or
external influences.
Aldag and Stearns: the selection and sequential
ordering of tasks required to achieve an Determining resources needed
organizational goal • To satisfy strategic requirements, a general
statement of needed resources will suffice.
Cole and Hamilton: deciding what will be done,
who will do it, where, when and how it will be done Setting standards
and the standards to which it will be done • STANDARD may be defined as “a
quantitative or qualitative measuring device
PLANNING AT VARIOUS MANAGEMENT designed to help monitor the performances of
LEVELS: people, capital goods, or processes”.

Top Management Level TYPES OF PLANS

Strategic Planning (CEO, Presidents, VP)
refers to the process of determining the major goals
of the organization and the policies and strategies for
obtaining and using resources to achieve those goals

Middle Management Level

Intermediate Planning (Functional Managers, Dept.
Head)
refers to the process of determining the contributions
that sub-units can make with allocated resources

Lower Management Level

Operational Planning (Unit Managers, First Line
Supervisors) FUNCTIONAL AREA PLANS
refers to the process of determining how specific 1. Marketing Plan– the written document or
tasks can best be accomplished on time with blueprint for implementing and controlling an
available resources organization’s marketing activities related to a
particular marketing strategy.

Contents:
- The Executive Summary
- Table of Contents STANDING PLANS
- Situational Analysis and Target Market • Policies are broad guidelines to aid managers
- Marketing Objectives and Goals at every level in making decisions about
- Marketing Strategies recurring situations or functions.
- Marketing Tactics • Procedures are plans that describe the exact
- Schedule and Budgets series of actions to be taken in a given
- Financial Data and Control situations.
• Rules are statements that either require or
2. Production Plan– a written document that states forbid a certain action.
the quantity of output a company must produce in
broad terms and by product family. SINGLE-USE PLANS
• Budgets- a plan which sets forth the
Contents: projected expenditure for a certain activity
- Amount of capacity the company must have and explains where the required funds will
- How many employees are required come from.
- How much material must be purchased • Programs- designed to coordinate a large set
of activities.
3. Financial Plan– a document that summarizes the • Project- a single-use plan that is usually
current financial situation of the firm, analyzes more limited in scope than a program and is
financial needs, and recommends a direction for sometimes prepared to support a program.
financial activities.
Parts of the Strategic Plan:
Contents: - Company or Corporate Mission
- Analysis of the firm’s current financial condition as - Objectives or goals
indicated by an analysis of the most recent statement - Strategies
- A sales forecast
- Capital budget Making Planning Effective
- Cash budget - Recognize the planning barriers
- Set of pro forma - Use of the aids to planning
- External Financing plan
Planning barriers
4. Human Resource Management Plan– a - Manager’s inability to plan
document that indicates the human resource needs of - Improper Planning process
a company detailed in terms of quantity and quality - Lack of commitment to the planning process
and based on the requirements of the company’s - Improper information
strategic plan. - Focusing on the present at the expense of the future
- Too much reliance on the planning department
Contents: - Concentrating on only the controllable variables
- Personnel requirement of the company
- Plans for recruitment and selection Aids to Planning
- Training Plan - Gather as much information as possible
- Retirement Plan - Multiple sources of information
- Involve others in the planning process
PLANS WITH TIME HORIZON
1.Short-range plans are plans intended to cover a
period of less than a year.

2. Long-range plans are plans covering a time span

of more than a year.
CHAPTER 4: ORGANIZING  Organization Chart
TECHNICAL ACTIVITIES
ORGANIZING - “the structuring of resources and
activities to accomplish objectives in an efficient and
effective manner” - Ferrel and Hirt

Structure
- arrangement and relationship of positions within an
organization
- result of organizing process
 Organizational Manual
THE PURPOSE OF THE STRUCTURE

- Defines the relationships between tasks and

authority for individuals and departments
- Defines the formal reporting relationships, the
number of levels in the hierarchy of the organization,
and the span of control
- Defines the groupings of individuals into
departments and departments into organization
- Defines the system to effect coordination of effort
in both vertical (authority) and horizontal (task)  Policy Manuals
directions

STRUCTURING AN ORGANIZATION
 Division of labor - determining the scope of
work and how it is combined in a job
 Delegation of authority - the process of
assigning various degrees of decision-making
authority to subordinates
 Departmentation - the groupings of related
jobs, activities, or processes into major
organization subunits
 Span of control - the number of people who
report directly into a given manager Informal Groups
 Coordination - the linking of • Formal organizations require the formation
activities in the organization that serves to of formal groups which will be assigned to
achieve a common goal or objective perform specific tasks aimed at achieving
organizational objectives. The formal group
THE FORMAL ORGANIZATION is a part of the organization structure.
• There are instances when members of an
“the structure that details lines of responsibilities, organization spontaneously form a group
authority and position” with friendship as a principal reason for
Nickels and others belonging. This group is called an informal
group.
“planned structure”
“represents the deliberate attempt to establish Types of Organizational Structures
patterned relationships among components that will Organizations may be classified into three types:
meet the objectives effectively”
Kast and Rosenzweig 1. FUNCTIONAL ORGANIZATION
A typical functional organization of a construction - Vice President Industrial Accounts
company: (marketing, construction, finance and human
• Vice President Marketing, Vice President resources)
Construction, Vice President Finance, Vice - Vice President Residential Accounts
President Human Resources. (marketing, construction, finance and human
Functional organization structures are very effective resources)
is smaller firms, especially “single-business firms -
where key activities revolve around well-defined Advantages Disadvantages
skills and areas of specialization”. Efficient resources, Frustration and
flexibility and confusion, conflict,
Advantages Disadvantages adaptability, general meetings, human
Groupings of Communication and and functional relations, and power
employees, chain of coordination, decisions, management, dominance.
command, work specialization and interdisciplinary
communication and division of labor, cooperation and tasks
coordination, identification of for employees.
structures, organization section/group, limited
and employees. organizations goals and
limited management. Reasons or Factors for Joining or Forming a
Group:
- Friendship, common interest, proximity,
2. PRODUCT OR MARKET need satisfaction, collective power, group
ORGANIZATION goal, which propel people to form or join an
The product or market organization, with its feature informal group.
of operating by divisions, is “appropriate for a large Which propel people to form or join an informal
corporation with many product lines in several group.
related industries”.
TYPES OF AUTHORITY AND PURPOSE OF
Advantages Disadvantages COMMITTEES
Organization, Duplication, less
responsibility, technical depth, poor THREE TYPES OF AUTHORITIES
emphasis and coordination, less 1. Line Authority -a manager’s right to tell
development management control subordinates what to do and see if they do it.
and competition.
2. Staff Authority - a staff specialist’s right to
give advice to the superior.

3. MATRIX ORGANIZATION 3. Functional Authority -a specialist’s right to

A matrix organization “is a structure with two (or oversee lower level personnel involved in
more) channels of command, two lines of budget that specialty, regardless of where the
authority, and two sources pf performance and personnel are in the organization. Makes
reward”. decisions related to their expertise even if it
concerns other departments.
A typical Product/Market Organization for a
Constructions Company: THE DEPARTMENTS
President Line Department - Performs tasks that reflects the
- Vice President Government Accounts organization’s primary goal and mission.
(marketing, construction, finance and human - Negotiates and Secures contract for the
resources) firm/organization.

Staff Department - Those that provide specialized

skills in support of the line department.
TWO CLASSIFICATIONS OF STAFF
OFFICERS:
1. Personal Staff- assigned to a specific
manager to provide the needed staff services.

2. Specialized Staff- provides the staff services

needed by the whole organization.

COMMITTEES
- a formal group of persons formed for a
specific purpose.
- often staffed by top executives from
marketing, production, research, engineering
and finance, who work part-time to evaluate
and approve product ideas as described by
Millevo.

TWO CLASSIFICATIONS OF COMMITTEE:

1. Ad Hoc Committee- created for a short-term
purpose such as anniversary festivals.

2. Standing Committee- relatively permanent

that deals with issues on an ongoing basis.
CHAPTER 5: STAFFING THE Qualifications of a Job Candidate
Application blanks - provides information about a
ENGINEERING person’s characteristics.
ORGANIZATION References - those written by previous employers,
co-workers, teachers, club officers, etc.
- Staffing may be defined as “the management
function that determines human resource needs,
Interview - asking a series of relevant questions to
recruits, selects, trains, and develops human
the job candidate.
resources for jobs created by the organization”.
Testing - This involves an evaluation of the future
The staffing procedure:
behavior or performance of an individual
1. HUMAN RESOURCE PLANNING
The planned output of any organization will require
TYPES OF TESTS
a systematic deployment of human resources at
- Psychological Tests - which is “an objective
various levels.
standard measure of a sample behavior”.
3 activities involved in human resource
- Aptitude Test – one used to measure a
planning
person’s capacity or potential ability to learn.
1. Forecasting
Methods of forecasting
- Performance test – one used to measure a
• Time series methods
person’s current knowledge of a subject.
• Explanatory or Casual Models
3 major types of explanatory models
- Personality test – one used to measure
a. regression models
personality traits as dominance, sociability,
b. econometric models
and conformity.
c. leading indicators
- Monitoring methods
- Interest test – one used to measure a
2. Programming
person’s interest in various fields of work
3. Evaluation and Control
- Physical Examination - a type of test given
2. RECRUITMENT
to assess the physical health of an applicant.
It refers to attracting qualified persons to apply for
It is given “to assure that the health of an
vacant positions in the company so that those who
applicant is adequate to meet the job
are best suited to serve the company may be selected.
requirements.
Source of applicants
4. INDUCTION AND ORIENTATION
1. The organization’s current employees
Induction - the new employee is provided with the
2. Newspaper advertising
necessary information about the company. His
3. Schools
duties, responsibilities, and benefits are relayed to
4. Referrals from employees
him. Personnel and health forms are filled up, and
5. Recruitment firms
passes are issued.
6. competitors
Orientation - the new employee is introduced to the
3. SELECTION
immediate working environment and co-workers. the
It refers to the act of choosing from those that are
following are discussed: location, rules, equipment,
available the individuals most likely to succeed on
procedures, and training plans. Performance
the job.
expectations are also discussed. The new employee
The purpose of selection is to evaluate each
also undergoes the “socialization process” by
candidate and to pick the most suited for the
pairing him with an experienced employee and
position available.
having a one-on-one discussion with the manager.
 5. TRAINING AND DEVELOPMENT
Training – learning that is provided in order to 2.4 transactional analysis – intended to understand
improve performance on the present job themselves and improve their communication skills

2 types of training: C.) Job knowledge

a. training programs for non-managers Methods in acquiring knowledge about the actual
b. training and educational programs for job:
executives 3.1 On-the-job experience – provides opportunities
for the trainee to learn skills while engaged in the
Training Program for non-managers: performance of a job
This type of training is directed to non-managers for
the specific increase in skill and knowledge to 3.2 Coaching – this method requires a senior
perform a particular job manager to assist a lower-level manager.

1. on-the-job training – motivates strongly the 3.3 Understudy - under this method, a manager
trainee to learn works as assistant to a higher-level manager
2. vestibule school – the trainee is assured of
sufficient attention from him D.) Organizational knowledge
3. apprenticeship program – combination of ojt Methods to increase the trainee’s knowledge of the
training and experiences total organization
4. special courses – provide more emphasis on 4.1 Position rotation – the manager is given
education rather than training assignments in a variety of departments, the purpose
is to expose him to different functions of the
Training programs for managers: organization
-the training needs of managers may be classified
into four areas: 4.2 Multiple management – the purpose of this
method is to prepare them for higher management
A.) Decision making skills positions
Methods of training:
1.1 In basket – trainee is provided with letters and 6. PERFORMANCE APPRAISAL
reports pertaining to a company situation Purposes:
To influence, in a positive manner, employee
1.2 Management games – trainees are faced with a performance and development
simulated situation and required to make a series of To determine merit, pay increases
decisions about that situation To plan for future performance goals
To determine training and development needs
1.3 Case studies – presents actual situation and To assess the promotional potential of employee
examine successful and unsuccessful operations
Ways of Appraising Perfomance
B.) Interpersonal skills Methods:
The interpersonal competence of the manager may be
developed through these methods: Rating scale method - where each trait or
2.1 role playing – method by which the trainees are characteristics is to be rated is represented by a line
assigned roles to play in a given case incident or scale on which the rater indicates the degree to
which the individual possesses the trait or
2.2 behavior modeling – this method attempts to characteristic
influence the trainee by showing model persons Essay method - where the evaluator composes
behaving effectively in a problem situation statements that best describe the person evaluated

2.3 sensitivity training – awareness and sensitivity Management by objectives method - where
to behavioral patterns of oneself and others are specific goals are set collaboratively for the
developed organization as a whole, for various subunits, and for
each individual member. Individuals are then
evaluated on the basis of how well they have 8. SEPARATIONS
achieved the results specified by the goal.

Assessment center method - where one is evaluated

by persons other than the immediate superiors. This
method is used for evaluating managers.

Checklist method - Where the evaluator checks

statements on a list that are deemed to characterize
an employee's behavior or performance

Work standards method - where standards are set

for the realistic worker output and later on used in
evaluating the performance of non-managerial
employees.

Ranking method - where each evaluator arranges

employees in rank order from the best to the poorest.

Critical-incident method - where the evaluator

recalls and writes down specific (but critical)
incidents that indicates the employee's performance.
A critical incident occurs when employee's behavior
results in an unusual success or failure on some parts
of the job.

7. EMPLOYMENT DECISIONS
After evaluating the performance of the employees,
the manager now will be ready to make employment
decisions.
• Monetary Rewards -these are given to
employees whose performance is at par or
above standard requirements.

• Promotion - this refers to a movement by a

person into a position of higher pay or greater
responsibilities and which is given as a
reward for competence and ambition.

• Transfer- this is a movement of a person to

a different job at the same or similar level of
responsibility in the organization. Transfers
are made to provide growth opportunities for
the persons involved or to get rid of a poor
performing employee.
• Demotion- this is a movement from one
position to another which has less pay or
responsibility attached to it. Demotions is
used as a form of punishment or as a
temporary measure to keep an employee until
he is offered a higher position.
CHAPTER 6: 6. Accept - The next step is for the
receiver to accept or reject the message.
COMMUNICATING Sometimes, acceptance (or rejection) is
partial.
Communication Factors that will affect acceptance or
“A process of sharing information through symbol, rejection of a message
including words and message.” - Morris Philip Wolf o the accuracy of the message;
and Shirley Kuiper o whether or not the sender has the
authority to send the message and/or
Functions of Communication require action; and
1. Information Function o the behavioral implications of the
2. Motivation Function receiver
3. Control Function
4. Emotive Function 7. Use -The next step is for the receiver to use
the information.
Information 8. Provide feedback - The last step of the
information provided through communication may communication process is for the receiver to
be used for decision-making at a various work levels provide feedback to the sender. Depending
in the organizations. on the perception of the receiver.

communication is also oftentimes used as a means to Communication consists of two major forms:
motivate employees to commit themselves to the 1. Verbal - those transmitted through hearing or
organization’s objectives. sight.
2 modes of transmission categorize verbal
When properly communicated, reports, policies, and communication
plans define roles, clarify duties, authorities and o Oral Communication: mostly
responsibilities. Effective control is then, facilitated. involves hearing the words of the
sender.
o Written Communication: the sender
COMMUNICATION PROCESS seeks to communicate through the
1. Develop an Idea - It is the most important written word.
step in effective communication. It is 2. Nonverbal - means of conveying message
important that the idea to be conveyed must through the body language, as well as the use
be useful or of some value. of time space, touch, clothing, appearance
2. Encode - To encode idea into words, and aesthetic elements.
illustrations, figures or other symbols suitable
for transmission. THE BARRIERS TO COMMUNICATION
3. Transmit - It is done through the use of an 1. Personal Barriers - hindrances to effective
appropriate communication channel. Among communication arising from a
the various channels used include the spoken communicator’s characteristics as a person,
word, body movements, the written word, such as emotions, values, poor listening
television, telephone, radio etc. habits, sex, age, race, socioeconomic status,
4. Receive - It is the actual receiving of the religion, education, etc.
message by the intended receiver. The
requirement is for the receiver to be ready to 2. Physical Barriers - refer to inferences to
receive at the precise moment the message effective communication occurring in the
relayed by the sender. environment where the communication is
5. Decode - Decoding is a process of undertaken. another physical barrier to
translating the message from the sender into communication is wrong timing.
a form that will have meaning to the recipient.
3. Semantic Barriers
Semantics
 The study of meaning as expressed in
symbols. Words, pictures, or actions are symbols that Manuals - these are useful sources of information
suggest certain meanings. regarding company policy, procedures and
organization.
Semantic barrier
It may be defined as an “interference with the Handbooks - these provide more specific
reception of a message that occurs when the message information about the duties and privileges of the
is misunderstood even though it is received exactly individual worker
as transmitted.”
Newsletters
OVERCOMING BARRIERS TO
COMMUNICATION  Upward communication
It refers to message flows from persons in lower-
Measures to eliminate problems due to noise, level positions to persons in higher positions. The
selective perception, and distraction: messages sent usually:
• Provide Information on work progress
1. Use feedback to facilitate understanding and • Problems encountered
increase the potential for appropriate action. • Suggestions for improving output
2. Repeat messages in order to provide • Personal feelings about work and non-work
assurance that they are properly received. activities
3. Use multiple channels so that the accuracy of
the information may be enhanced. Among the techniques used in upward
4. Use simplified language that is easily communication are:
understandable and which eliminate the Formal Grievance Procedure
possibility of people getting mixed-up with Grievances are part of a normally operating
meanings. organization. To effectively deal with them,
organizations provide a system for employees to air
TECHNIQUES FOR COMMUNICATING IN their grievances.
ORGANIZATIONS
“Grievance is any employee’s concern over a
COMMUNICATION perceived violation of the labor agreement that is
It may be classified as to the types of flow of the submitted to the grievance procedure for eventual
messages which are: resolution”- Holley and Jennings

 Downward communication Employee Attitude and Opinion Survey

This refers to messages that flows from higher levels It is a management tool business owners or managers
of authority to lower levels. use to learn about the views and opinions of
their employees on issues pertaining to the company
Purposes of downward communication: and their role within the organization.
1. To give instructions
2. To provide information about policies and Suggestion Systems
procedures Suggestions from employees are important sources
3. To give feedback about performance of cost-saving and production enhancing ideas.
4. To indoctrinate or motivate
Open-Door Policy
Techniques used in downward communication: An open-door policy, even on a limited basis,
Letters - these are appropriate when directives are provides the management with an opportunity to act
complex and precise actions are required. on difficulties before they become full-blown
Meetings and Telephones - technique used that problems.
provide personal interchange, when orders are Informal Gripe Sessions
simple but the result depends largely on employee It is an informal complaint, which, if not dealt with
morale appropriately, may soon become a grievance.
 - Finance
Task Forces - Engineering
When a specific problem or issue arises, a task force - Marketing
may be created and assigned to deal with the problem - Personnel
or issue. - Research and Development

Exit Interviews The MIS is established for various reasons. Wheelen

When employees leave an organization for any and Hunger enumerate them as follows:
reason, it is to the advantage of management to know 1. To provide a basis for the analysis of early
the real reason. warning signals that can originate both
externally and internally
 Horizontal communication 2. To automate routine clerical operations like
It refers to message sent to individuals or groups payroll and inventory reports.
from another of the same organization level or 3. To assist managers in making routine
position. The purpose of horizontal communication decisions like scheduling orders, assigning
is: orders to machine and reordering supplies.
1. To coordinate activities between departments 4. To provide information necessary for
2. To persuade others at the same level of management
organization 5. To make strategic or nonprogrammed
3. To pass on information about activities or decisions
feelings

Among the techniques used in horizontal

communication are:
1. Memos
2. Meetings
3. Telephone
4. Picnic
5. Dinner
6. Other social affair

Message Flow and Areas of Concern

Upward Communication
• Problems and exceptions
• Suggestions for improvement
Downward Communication
• Implementations of goals
• Job Instructions and rationale
Horizontal Communication
• Interdependent Coordination
• Staff advice to the departments

Management Information System

It is defined by Boone and Kurtz as “an organized
method of providing past, present, and projected
information on internal and external intelligence for
use in decision making”

The MIS and its relation with the different

departments of the organization
- Manufacturing