Engineering Management

THE FIELD OF
ENGINEERING
MANAGEMENT

Prepared by Engr. Christopher

Chan
The Field of Engineering Management

The Functions of the Engineer

The Engineer in Various Types of Organization
Management Skills Required at Various Levels

The Process of Management

Requirements for the Engineer Manager’s Job
Engineers are expected to
perform a variety of tasks
depending on their specialization
and job level. It is important to
the engineer that he knows what is
expected of him so that he may be
able to perform his job effectively
and efficiently.
Functions of the Engineer
Since the prehistoric times, mankind has benefited from the various tools,
equipment and projects developed by engineers. Among these are the following:
1. the stone bladed axe which was a very useful tool; and the irrigation system used
to promote crop growing (6000 to 3000 BC)
2. the pyramids of Egypt (3000 to 600 BC)
3. road building by the Romans (600 BC to AD 400)
4. the production of paper and gunpowder by the Chinese (100 AD to 1600 AD)
5. the production of steam engine and the spinning and weaving machinery (1601
AD to 1799 AD)
6. the manufacture of cars and household appliances (modern times)
Specific problem concerns for engineers
1. the production of more food for a fast growing world
population
2. the elimination of air and water pollution
3. solid waste disposal and materials recycling
4. the reduction of noise in various forms
5. supplying the increasing demand for energy
6. supplying the increasing demand for mobility
7. preventing and solving crimes
8. meeting the increasing demand for communication
facilities.
Specifically, the functions of engineering encompasses the
following areas:
1. Research – where the engineer is engaged in the process of learning about nature
and codifying this knowledge into usable theories.
2. Design and development – where the engineer undertakes the activity of
turning a product concept to a finished physical item.
3. Testing – where the engineer works in a unit where new products or parts are
tested for workability.
4. Manufacturing – where the engineer is directly in charge of production
personnel or assumes responsibility for the product.
5. Construction – this is where the construction engineer is either directly in
charge of the construction personnel or may have responsibility for the quality of the
construction process.
6. Sales – where the engineer assists the company’s customers to meet their needs,
especially those that require technical expertise.
7. Consulting – where the engineer works as consultant of any individual or
organization requiring his services.
8. Government – where the engineer may find employment in the government
performing any of the various task in regulating, monitoring and controlling the
activities of various institutions, public or private.
9. Teaching – where the engineer gets employment in a school and is assigned as a
teacher of engineering courses.
10. Management – where the engineer is assigned to manage groups of people
performing specific tasks.
The Engineer in Various Types of Organization

Level 1 – those with minimal engineering jobs like retailing

firms.

Level 2 – those with moderate degree of engineering jobs like

transportation companies.

Level 3 – those with a high degree of engineering jobs like

construction firms.
What is Engineering Management?
Engineering Management – refers to the
activity combining “technical knowledge with the
ability to organize and coordinate worker power,
materials, machinery and money.”
Management – defined as the creative problem
solving – process of planning, organizing, leading
and controlling an organization’s resources to
achieve its mission and objectives.
Engineer Manager – is a technically competent
in his specialization, one may now proceed to
describe more thoroughly the remaining portion of
his job, which is management.
The Process of Management
Management seek to find out the
objectives of the organization, think of ways
on how to achieve them, decide on the ways
to be adapted and the material resources to
be used, determine the human
requirements of the total job, assign specific
tasks to specific persons, motivate them,
and provide means to make sure that the
activities are in the right direction.
Requirements for the Engineer Manager’s Job
The engineer manager must have the following qualifications:
1. A bachelor’s degree in engineering from a reputable school; In
some cases, a master’s degree in engineering or business
management is required.
2. A few years experiences in a pure engineering job
3. Training in supervision
4. Special training in engineering management
Three General Preconditions for Achieving Lasting
Success as a Manager

Ability

Motivation to
manage

Opportunity
Ability – managerial ability refers to the capacity of an engineer manager
to achieve organizational objectives effectively and efficiently.

Effectiveness refers to a description of whether objectives are

accomplished while efficiency is a description of the relative amount of
resources used in obtaining effectiveness.
Motivation to Manage
A management researcher, John B. Miner, developed a
psychometric instrument to measure objectively an individual’s
motivation to manage. The test is anchored to the following
dimensions:
1. Favorable attitude toward those in positions of authority.
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:
1. Obtaining a suitable managerial job.
2. Finding a supportive climate once on the job.
A supportive climate is characterized by the
recognition of managerial talent through
financial and nonfinancial rewards.
Thank
You!
Engineering Management

DECISION
MAKING

Prepared by Engr. Christopher Chan

Decision Making
a. Decision Making as a Management
Responsibility
b. What is Decision Making?
c. The Decision Making Process
d. Approaches in Solving Problems
e. Quantitative Model for Decision Making
Decision Making as a Management
Responsibility
Decision – making is a responsibility of the engineer
manager. It is understandable for managers to make wrong
decisions at times. The wise manager will correct them as
soon as they are identified. Management must strive to
choose a decision option as correctly as possible. Since they
have that power, they are responsible for whatever outcome
their decisions bring. The higher the management level is,
the bigger and the more complicated decision – making
becomes.
What is Decision – Making?

Decision – making – is the process of identifying

and choosing alternative courses of action in a manner
appropriate to the demands of the situation.
The definition indicates that the engineer manager
must adapt a certain procedure designed to determine
the best option available to solve certain problems.
Decisions are made at various management levels
and at various management functions.
 Decision-Making
Process Evaluate and adapt decision
results

Implement decision

Make a choice

Evaluate alternatives

Develop viable alternatives

Articulate problem or opportunity

Analyze environment

Diagnose problem
Diagnose Problem
If a manager wants to make an intelligent decision,
his first move must be to identify the problem. If the
manager fails in this aspect, it is almost impossible to
succeed in the subsequent steps.
What is a problem? A problem exists when there is
a difference between an actual situation and a desired
situation.
Analyze the Environment
The environment where the organization is situated
plays a very significant role in the success or failure of
such an organization.
The objective of environmental analysis is the
identification of constraints, which may be spelled out
as either internal or external limitations.
Examples of internal limitations
1. limited funds available for the purchase of
equipment
2. limited training on the part of employees
3. ill – designed facilities

Examples of external limitations

1. patents are controlled by the organizations
2. a very limited market for the company’s
products and services exists
3. strict enforcement of local zoning
regulations.
Components of the Environment
1. Internal Environment – refers to organizational
activities within a firm that surrounds decision –
making.
2. External Environment – refers to variables that
are outside the organization and not typically within
the short – run control of top management.
Develop Viable Alternatives
Oftentimes, problems may be solved by any of the
solutions offered. The best among the alternative solutions
must be considered by management. This is made possible by
using a procedure with the following steps:
1. Prepare a list of alternative solutions.
2. Determine the viability of each solutions.
3. Revise the list by striking out those which are not viable.
Evaluate Alternatives
Proper evaluation makes choosing the right solution less difficult.
The alternative will depend on the nature of the problems, the
objectives of the firms, and the nature of alternatives presented.
Souder suggest that “each alternative must be analyzed and evaluated
in terms of its value, cost, and risk characteristics. The value of the
alternatives refers to benefits that can be expected.
Make a Choice
Choice – making refers to the process of selecting
among alternatives representing potential solutions to a
problem.
Implement Decision
Implementation refers to carrying out the
decision so that the objectives sought will be achieved.
To make implementation effective, a plan must be
devised.
Evaluate and Adapt Decision Results
In implementing the decision, the results
expected may or may not happen. It is, therefore,
important for the manager to use control and
feedback mechanisms to ensure results and to
provide information for future decisions.
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 for implementation are in
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.
Approaches in Solving Problems

1. Qualitative evaluation – refers to evaluation of

alternatives using intuition and subjective judgment.

2. Quantitative evaluation – refers to the

evaluation of alternatives using any technique in a
group classified as rational and analytical.
Quantitative Models for Decision Making

The types of quantitative techniques which

may be useful in decision – making are as
follows:
1. Inventory models
2. Queuing theory
3. Network models
4. Forecasting
5. Regression analysis
6. Simulation
7. Linear programming
8. Sampling theory
9. Statistical decision theory
Inventory Models

Several Types of Inventory Models

1. Economic order quantity model – this one is

used to calculate the number of items that should be
ordered at one time to minimize the total yearly cost of
placing orders and carrying the items in inventory.
2. Production order quantity model – this is an
economic order quantity technique applied to
production orders.
3. Back order inventory model – this is an
inventory model used for planned shortages.
4. Quantity discount model – an inventory model
used to minimize the total cost when quantity
discounts are offered by suppliers.
Queuing Theory
The queuing theory is one that describes how to
determine the number of service units that will
minimize both customer waiting time and cost of
service.
Network Models

These are models where large complex tasks are

broken into smaller segments that can be managed
independently.

Two most prominent network models

1. The Program Evaluation Review Technique

(PERT) – a technique which enables engineer
managers to schedule, monitor, and control large
and complex projects by employing three time
estimates for each activity.

2. The Critical Path Method (CPM) – this is a

network technique using only one time factor per
activity that enables engineer managers to schedule,
monitor, and control large and complex projects.
Forecasting
These are instances when engineer managers make
decisions that will have implications in the future. It is
defined as the collection of past and current information
to make predictions about the future.
Regression Analysis
The regression model is a forecasting
method that examines the association between
two or more variables. It uses data from
previous periods to predict future events.
Simulation
Simulation is a model constructed to represent
reality, on which conclusions about real – life problems
can be used. Simulation does not guarantee an
optimum solution, but it can evaluate the alternative fed
into the process by the decision – maker.
Linear Programming
Linear programming is a quantitative technique that
is used to produce an optimum solution within the
bounds imposed by constraints upon the decision.
Linear programming is very useful as a decision –
making tool when supply and demand limitations at
plants, warehouse or market areas are constraints upon
the system.
Sampling Theory
Sampling theory is a quantitative technique
where samples of populations are statistically
determined to be used for a number of processes,
such as quality control and marketing research.
Statistical Decision – Theory
Decision theory refers to the rational way to
conceptualize, analyze and solve problems in
situations involving limited or partial information
about the decision environment.
 Engineering Management

Planning &
Coordinating

Prepared by: Engr. CHRISTOPHER CHAN

 Planning Technical Activities

Planning Technical Activities

a. The Nature of Planning
a. The Nature of Planning
b. Planning at Various Management Level
b. Planning at Various Management Level
c. The Planning Process
c. The Planning Process
d. Types of Plans
d. Types of Plans
 Planning
Planning – refers to the management function that involves anticipating
– refers to the management function that involves
future trends and determining the best strategies and tactics to achieve
anticipating future trends and determining the best strategies
organizational objectives (Nickel, et.al.)
and tactics to achieve organizational objectives (Nickel, et.al.)
- the -selection and sequential ordering of tasks required
of totasks
achieve
the selection and sequential ordering
an organizational goal (Aldag and Stearns)
required to achieve an organizational goal (Aldag and
Stearns)
- deciding what will be done, who will do it, where, when and
how it will be done, and the standards to which it will be done (Cole and
- deciding what will be done, who will do it, where,
Hamilton).
when and how it will be done, and the standards to which it
will be done (Cole
- selecting and course
the best Hamilton).
of action so that the desired result may
be achieved. - selecting the best course of action so that the
desired result may be achieved.
 Planning Activities Undertaken at Various Levels

Planning Activities
1. TopUndertaken
managementat Various Levels planning
level – strategic
1. Top management level –management
2. Middle strategic planning
level – intermediate planning
2. Middle management
3. Lowerlevel – intermediate
management levelplanning
– operational planning
3. Lower management level – operational planning
 Strategic Planning – refers to the process of determining the major goals of the
Strategic
organization and –therefers
Planning to the
policies andprocess of determining
strategies for obtainingtheandmajor
usinggoals of thetoorganization
resources achieve
andthose
the policies
goals. and strategies for obtaining and using resources to achieve those goals.
TheThe
output of strategic
output planning
of strategic is theis strategic
planning plan plan
the strategic whichwhich
spellsspells
out theoutdecision
the
about long range
decision aboutgoals
long and course
range goalsofand
action to achieve
course of actionthese goals. these goals.
to achieve

Intermediate Planning
Intermediate – refers
Planning to thetoprocess
– refers of determining
the process the contributions
of determining that subunits
the contributions that
cansubunits
make with
canallocated
make withresources.
allocated resources.

Operational
OperationalPlanning – refers
Planning to the
– refers to process of determining
the process how how
of determining specific taskstasks
specific can best
can be
accomplished on time with
best be accomplished onavailable
time withresources.
available resources.
Types of Planning
 The Planning Process
The PlanningThe Process
process of planning consists of various steps depending on the
management levelof that
The process performs
planning consists the planning
of various stepstask. Generally,
depending on the however,
management
planning
level involves
that performs the following:
the planning task. Generally, however, planning involves the following:
1. setting1.organizational,
setting organizational, divisional
divisional or unit goalsor unit goals
2. developing
2. developing strategiesstrategies
or tactics toorreach
tactics to reach
those goals those goals
3. determining
3. determining resources resources
needed needed
4. setting4.standards
setting standards
 Setting
Setting Organizational,
Organizational, Divisional
Divisional or Unit goals
or Unit goals
TheThefirst first task
task of the of the engineer
engineer manager ismanager
to provideis a to provide
sense a sense
of direction of firm,
to his
direction
to his divisiontoorhis
to firm, to his
his unit. Thedivision orgoals
setting of to hisprovide
unit. The settingtoofthe
an answer goals
saidprovide
concerns. If
an answer
everybody to the
in the firmsaid concerns.
is aware If everybody
of the goals, therein isthea firm is aware
big chance of everybody
that the goals, will
there ishis
contribute a big chance
share that everybody
in the realization of suchwill contribute his share in the realization
goals.
of such goals.
Goals – the precise statement of results sought, quantified in time and
Goals – the precise
magnitude, statement
where of results sought, quantified in time and magnitude, where
possible
possible
 Developing Strategies or Tactics to reach those goals
The ways
Developing Strategies or to realize
Tactics to the
reach goals
thoseare called strategies and these will be
goals
the concern of top management. A strategy is the course of action aimed at
The ways
ensuring to realize
that the the goalswill
organization areachieve
called strategies and these
its objectives. will be
A tactic is athe concern
short – of
top management. A strategy
term action taken is the course to
by management of adjust
action aimed at ensuring
to negative that or
internal theexternal
organization
will achieve its objectives.
influences. The decisionA tactic
about short –– term
is a short termaction
goalstaken by management
and the to adjust to
courses of action
negative internal or in
are indicated external plan.The decision about short – term goals and the courses
influences.
the tactical
of action are indicated in the tactical plan.
 Determining Resources Needed
Determining Resources Needed
When particular sets of strategies or tactics have been devised, the
When particular sets of strategies or tactics have been devised, the engineer manager
engineer manager will, then, determine the human and nonhuman resources
will, then, determine the human and nonhuman resources required by such strategies or
required by such strategies or tactics. Even if the resource requirements are
tactics. Even if the resource requirements are currently available, they must be specified.
currently available, they must be specified.
The quality and quantity of resources needed must be correctly determined. Too
The quality and quantity of resources needed must be correctly
much resources in terms of either quality or quantity will be wasteful. Too little will mean loss
determined. Too much resources in terms of either quality or quantity will be
of opportunities for maximizing income.
wasteful. Too little will mean loss of opportunities for maximizing income.
To satisfy strategic requirements, a general statement of needed resources will
To satisfy strategic requirements, a general statement of needed
suffice.
resources will suffice.
 Setting Standards
A standard may be defined as a quantitative or
qualitative measuring device designed to help monitor the
performances
Setting Standards of people, capital goods or processes.
A standard may be defined as a quantitative or qualitative
measuring device designed to help monitor the performances of people,
capital goods or processes.
Types of Plans
Plans are of different types. They may be classified in terms of functional areas, time
horizon and frequency of use.
Functional Areas
1. Marketing Plan – this is written document or blueprint for implementing and controlling an
organization’s marketing activities related to a particular marketing strategy.
2. Production Plan – this is written document that states the quantity of output a company must
produce in broad terms and by product family.
3. Financial Plan – it is a document that summarizes the current financial situation of the firm,
analyzes financial needs, and recommends a direction for financial activities.
4. Human Resource Management Plan – it is a document that indicates the human resource
needs of a company detailed in terms of quantity and quality and based on the requirements of the
company’s strategic plan.
 Plans with Time Horizon
Plans with Time Horizon
Plans with time horizon consist of the following:
Plans with time horizon consist of the following:
1. Short – range Plans – these are plans intended to cover a period of less
than– range
1. Short one year. – these
PlansFirst – are
lineplans intended toare
supervisors cover a period
mostly of less than
concerned onethese
with year. First
– lineplans.
supervisors are mostly concerned with these plans.
2. Long – range–Plans
2. Long range – these are plans
Plans – thesecovering a timecovering
are plans span of more thanspan
a time one year. These are
of more
mostly undertaken
than byThese
one year. middleare
andmostly
top management.
undertaken by middle and top management.
 Plans According to Frequency of Use
According to frequency of use, plans may be classified as:
Plans According to Frequency of Use
1. standing plans
According to frequency of use, plans may be classified as:
2. single – use plans
1. standing plans
2. single – use plans
 Standing Plans – these are plans that are used again and
again, and they focus on managerial situations that recur
Standing Plans – these are plans that are used again and again, and they
repeatedly.
focus on managerial situations that recur repeatedly.
Standing plans may be further classified as follows:
Standing plans may be further classified as follows:
1. Policies – they are broad guidelines to aid managers at
1. Policies – they are broad guidelines to aid managers at every level in
every level in making decisions about recurring situations or
making decisions about recurring situations or function.
function.
2. Procedures – they are plans that describe the exact series of actions to be
2. Procedures – they are plans that describe the exact series
taken in a given situation.
of actions to be taken in a given situation.
3. Rules – they are statements that either require or forbid a certain action.
3. Rules – they are statements that either require or forbid a
certain action.
Single – use Plans
These plans are specifically developed to implement courses of action that are
relatively unique and are unlikely to be repeated.

Single – use plans may be further classified as follows:

1. Budget – is a plan which set forth the projected expenditure for a certain activity and
explains where the required funds will come from.
2. Programs – is a single – use plan designed to coordinate a large set of activities.
3. Projects – is a single – use plan that is usually more limited in scope than a program
and is sometimes prepared to support a program.
PARTS of the VARIOUS FUNCTIONAL AREA PLANS
1. The Contents of the Marketing Plan
The structure and content of marketing plans vary depending on
the nature of the organizations adapting them. William Cohen maintains that
the following must be included in the marketing plan.
a. The Executive Summary – which presents an overall view of
the marketing project and its potential.
b. Table of Contents
c. Situational Analysis and Target Market
d. Marketing Objectives and Goals
e. Marketing Strategies
f. Marketing Tactics
g. Schedules and Budgets
h. Financial Data and Control
 2. The Contents of the Production Plan
2. The ContentsThe
of the Production
production Plan
plan must contain the following.
The production plan must
1. the amount contain the
of capacity thefollowing.
company must have
1. the amount
2. how of capacity
many the company
employees must have
are required
2. how3.
many
howemployees are required
much material must be purchased
3. how much material must be purchased
3. The Contents of the Financial Plan
3. The Contents of the Financial Plan
The The
components of the
components financial
of the planplan
financial are are
as follows;
as follows;
1. An
1. analysis
An analysis offirm’s
of the current
the firm’s financial
current condition
financial as indicated
condition by an analysis
as indicated by an of
the most recentanalysis of the most recent statements.
statements.
2. A2. A sales
sales forecast
forecast
3. The
3. The capital
capital budget
budget
4. The
4. The cashcash budget
budget
5. A set of pro forma (or projected) financial statements
5. A set of pro forma (or projected) financial statements
6. The external financing plan
6. The external financing plan
4. Contents of the Human Resources Plan
The human resources plan must contain the following:
1. personnel requirements of the company
2. plans for recruitment and selection
3. training plan
4. retirement plan
 PARTS of the STRATEGIC PLAN
The strategic plan must contain the following:
PARTS of the STRATEGIC PLAN
1. Company or corporate mission
The strategic plan must contain the following:
2. Objectives or goals
1. Company or corporate mission
3. Strategies
2. Objectives or goals
Company of corporate mission refers to the strategic statement that
3. Strategies
identifies why an organization exists, its philosophy of management, and its
purpose as distinguished from other similar organizations in terms of
products, services and markets.
 MAKING PLANNING EFFECTIVE
MAKING PLANNING EFFECTIVE
Planning is done so that some desired results may be achieved. At
Planning is done so that some desired results may be achieved. At times, however,
times, however, failure in planning occurs.
failure in planning occurs.

Planning may be made successful if the following are observed:

Planning may be made successful if the following are observed:
1. recognize the planning barriers
1. recognize the planning barriers
2. use of aids to planning
2. use of aids to planning
 The planning barriers, according to Plunkett and
Attner, are
The planning as follows;
barriers, according to Plunkett and Attner, are as follows;
1. manager’s
1. manager’s
inability toinability
plan to plan
2. planning
2. improper improperprocess
planning process
3. lack of 3. lack of commitment
commitment to the
to the planning planning process
process
4. information
4. improper improper information
5.on
5. focusing focusing on the
the present present
at the at of
expense thetheexpense
future of the future
6. reliance
6. too much too much onreliance on the
the planning planning department
department
7. concentrating
7. concentrating on only the on only the variables.
controllable controllable variables.
 Among the aids to planning that may be used are:
1. Gather as much information as possible
Among the aids to planning that may be used are:
2. Develop multiple sources of information
1. Gather as much information as possible
3. Involve others in the planning process
2. Develop multiple sources of information
3. Involve others in the planning process
 What Is Project Coordination and How Does It Work?
The planning barriers, according to Plunkett and Attne as follows;
1. manager’sProject
inability to plan
coordination is the day-to-day management
2. of tasks 3.
improper within
lack ofyour department.
commitment to the The purpose
planning of coordinating
process
projects is to streamline the workflow of your tasks. A project
4. improper information
manager informs employees about who's responsible for each
5. section
focusingof
onathe present
project andat the expense of the
its deadlines. future
In this role, you might also
6. be
too required to take
much reliance on themeeting
planning minutes
departmentdocumenting important
information employees can use to execute their projects.
7. concentrating on only the controllable variables.
 Why coordination is important?

The planning barriers, according to Plunkett and Attne as follows;

1. manager’s inability to plan
2. improper 3. lack of commitment to the planning process
4. improper information
5. focusing on the present at the expense of the future
6. too much reliance on the planning department
7. concentrating on only the controllable variables.
 Key benefits of project coordination
The planning barriers, according to Plunkett and Attner, are as follows;
Effective project coordination can maximize your
1. manager’s
team's performance in the workplace.
inability to plan
Here are
2. improper planning some key benefits for project
process
coordination:
➢ Communicating
3. lack of commitment areas
to the planning of importance and
process
priority
4. improper information
➢ Streamlining communication
5. focusing on the present at the
➢ Increasing expense ofproductivity
a project's the future and its
quality
6. too much reliance on the planning department
➢ Staying on schedule and within budget
7. concentrating➢onMinimizing
only the controllable
risk variables.
➢ Enhancing client feedback
Communicating areas of importance and priority

Communicating areas of importance and priority helps you

complete your tasks successfully. A project manager can underline the
company's strategy and discuss how the project ties in with the company's
goals, step by step. Team members can, in turn, speak with one another to
answer any questions they may have about the project and gain clarity for
the project scope and details.
Increasing a project's productivity and quality

A properly coordinated project strategy promotes a better quality

output and a more productive workflow. By organizing and assigning specific
tasks to team members, the project manager can ensure that each task is
being done critically at a micro-level. Each team member has their own
responsibility which, in turn, steadies their focus and performance and
contributes to an overall better quality project completion.
 Staying on schedule and within budget

Proper
The planning project
barriers, coordination
according can also and
to Plunkett help Attner,
the leader
areand team
as follows;
members stay on schedule and within their budget. The timeline can
manager’s
1. display the inability
workflowtofor
plan
the entire project and its objectives. Project
2. managers should give all employees a timeline and an overview of the
improper planning process
company's budget to complete their part of a project. You'll understand
3. the
lacknumber of resources
of commitment youplanning
to the have to work with through the project's
process
completion. Project coordination will also make you aware of any issues
4. that
improper
mightinformation
cause delays and tracks project progress to meet any
5. deadlines.
focusing on the present at the expense of the future
Set SMART (Specific, Measurable, Actionable, Relevant and
6. Time-based) goals to
too much reliance onmonitor your progress
the planning departmentand track milestones
regardless of the number of resources given to you at the beginning of
7. concentrating on only the controllable variables.
the project.
Minimizing risk

Coordinating projects with your coworkers will also help you

identify risks regarding your workload. Identify the risks that can lead to
project failure and how they can affect the productivity of your
coworkers. Employ the strategies of risk avoidance, risk, risk reduction
and risk retention to prepare the response you might need to take in case a
crisis occurs.
Enhancing client feedback

Coordinating projects can improve a customer's satisfaction with your

company if they get high-quality deliverables completed on time.
What are the stages of project coordination?

Here are the stages of project coordination:

1.Definition
2.Initiation
3.Planning
4.Execution
5.Monitoring and control
6.Closure
 Definition
The first step details what the project is and the steps to take
Thetoplanning barriers, according
reach its conclusion. You, your to Plunkett
project and and
manager Attner, are as
the rest follows;
of the
team need to understand the project's goals, objectives, scope, risks,
1. manager’s inability to plan
timeline, budget and approach. The client approves the project before
you start planning
2. improper to work on it. Complex projects may require continual
process
communication to give you insight into the project's direction.
3. lack of commitment to the planning process
Initiation
4. improper information
The initiation stage makes any expectations clear for your
companyon
5. focusing and
thethe client.atYou
present theshould
expenseknow how
of the much time you need to
future
spend on planning the execution of the project, the reasoning for
6. too much reliance on the planning department
beginning the project, the benefits and the likelihood of its success.
Allocate time on
7. concentrating to highlight problems that
only the controllable may arise and may delay
variables.
progress in the project's later stages.
Planning
During the planning stage, you'll align tasks with strategic goals. You'll help set priorities
and agree to the desired result with the rest of your team. Perform a SWOT (Strengths,
Weaknesses, Opportunities and Threats) analysis to brainstorm solutions to problems
you might face and plan how you can perform better than your competition. If you're
working on a marketing strategy, you may plan on completing projects that leverage
social media to gain a competitive advantage to bolster engagement from your target
audience.

Execution
During the execution stage, individual contributors complete their parts of the project.
You'll make sure each task owner understands their role and any expectations you have
for them, including deadlines, the budget or any other allocation of resources.
Monitoring and control
Project coordination helps you better monitor and control each stage of the
project to ensure it's progressing according to your prescribed timeline. Collaborate with
your team on the issues you encounter, to manage risks and the validity of tasks to the
project's current scope. Communicate with the project manager on any updates that you
may expect to face in the upcoming days or weeks before the project's completion.

Closure
Closure is a customer's final approval of the project after delivery. The client's
approval should state that the project is final, and they can use it for their business. A
project manager decides whether you and the contributors met or exceeded the project's
goals in any feedback on areas of improvement for future projects to generate better
results.
 Job responsibilities in a project coordinator role
The planning barriers, according to Plunkett and Attner, are as follows;
The role of a project coordinator is often defined by
1. manager’s
many responsibilities
inability to planto include:
2. improper planning process
❑ Overseeing administrative tasks for projects
3. lack of❑ Speaking with
commitment to theemployees about project status
planning process
❑ Developing
4. improper information schedules and monitoring project progress
❑ Assembling project contracts, reports and invoices
5. focusing
❑ on the present
Ordering at the expense
supplies of the
and billing future on products
customers
6. too much they purchased
reliance on the planning department
❑ Taking part in meetings and assisting with the
7. concentrating on only theproject
development controllable variables.
strategy
 Assignment/
The planning Activity:
barriers, according to Plunkett and Attner, are as follows;
1. manager’s
Directions:
inability to plan
2. improper planning process
1. Work as a group.
3. lack2.of Give
commitment to theofplanning
an example process
engineering activity and explain your
4. improper process of coordination in the accomplishment of its
information
objectives.
5. focusing on the present
3. Present your workat the expensepowerpoint
through of the futurepresentation.
6. too much reliance on the planning department
7. concentrating on only the controllable variables.
Reference:

Engineering_Management_by_Roberto_Medina

Website:

https://www.indeed.com/career-advice/career-development/coordinating-
projects
The planning barriers, according to Plunkett and Attner, are as follows;
1. manager’s inability to plan
2. improper planning process
3. lack of commitment to the planning process
4. improper information
5. focusing on the present at the expense of the future
6. too much reliance on the planning department
7. concentrating on only the controllable variables.
Engineering Management

Organizing Technical
Activities
Prepared by: Engr. CHRISTOPHER CHAN
Organizing Technical Activities
a. Reasons for Organizing
b. The Formal Organization
c. Informal Groups
d. Types of Organizational Structures
e. Types of Authority
f. The Purpose of Committees
REASONS FOR ORGANIZING
Organizing is undertaking to facilitate the
implementation of plans. In effective organizing, steps are
undertaken to breakdown the total job into more manageable man –
size jobs. Doing these will make it possible to assign particular tasks
to particular persons. In turn, these will help facilitate the
assignment of authority, responsibility and accountability for certain
functions and tasks.
ORGANIZING – is a management function which refers
to the structuring of resources and activities to accomplish objectives
in an efficient and effective manner.
The arrangement or relationship of positions within an
organization is called the structure. The result of the organizing
process is the structure.
THE PURPOSE of the STRUCTURE
The structure serves some very useful purposes. They are the following:
1. It defines the relationships between tasks and authority for individuals and
departments.
2. It defines formal reporting relationships, the number of levels in the hierarchy
of the organization, and the span of control.
3. It defines the groupings of individuals into departments and departments into
organization.
4. It defines the system to effect coordination of effort in both vertical (authority)
and horizontal (tasks) directions.
When structuring an organization, the engineer manager must be
concerned with the following:
1. Division of Labor – determining the scope of work and how it
is combined in a job.
2. Delegation of Authority – the process of assigning various
degrees of decision – making authority to subordinates.
3. Departmentation – the groupings of related jobs, activities,
or processes into major organizational subunits.
4. Span of Control – the number of people who report of
directly to a given manager.
5. Coordination – the linking of activities in the organization
that serves to achieve a common goal or objective.
THE FORMAL ORGANIZATION
- is the structure that details lines of
responsibilities, authority and position. It is the planned
structure and its represents the deliberate attempt to
establish patterned relationships among components that
will meet the objectives effectively.

The formal structure is described by management through:

1. Organization chart
2. Organizational manual
3. Policy manuals
Organizational Chart – is a diagram of the organization’s official
positions and formal lines of authority.

Organizational Manual – provides written description of authority

relationships, details the functions of major organizational units, and
describes job procedures.

Policy Manual – describes personnel activities and company policies.

Project Management for Construction: Organizing for Project Management
INFORMAL GROUPS
- is a group when there are instances when
members of an organization spontaneously form a group
with friendship as a principal reason for belonging. This is
not a part of the formal organization and it does not have a
formal performance purpose.
Informal groups are oftentimes very useful in the
accomplishment of major tasks, especially if these tasks
conform with the expectations of the members of the
informal group.
TYPES of ORGANIZATIONAL STRUCTURES

1. Functional Organization – this is a form of

departmentalization in which everyone engaged in one
functional activity, such as engineering or marketing, is
grouped into one unit.

2. Product or Market Organization – this refers to the

organization of a company by divisions that brings together
all those involved with a certain types of product or customer.

3. Matrix Organization – an organizational structure in

which each employee reports to both a functional or division
manager and to a project or group manager.
Product Management Organization
Matrix Organization Structure
Reasons or Factors for Joining or Forming a
Group

1. Friendship
2. Common Interest – concern for environment or
love for classical music
3. Proximity – which gives people the chance to share
ideas, opinions, and feeling
4. Need Satisfaction – which are derived from unions,
cultural societies, fraternities.
5. Collective Power – which is derived from unions,
fraternities
6. Group Goals – which attract individuals like:
consumer society, sports club.
FUNCTIONAL ORANIZATION – is a structures that are very effective in
smaller firms, especially single – business firms where key activities revolve
around well – defined skills and areas of specialization.
Advantages of Functional Organization

1. The grouping of employees who perform a common task permit

economies of scale and efficient resource use.
2. Since the chain of command converges at the top of the
organization, decision – making is centralized, providing a unified
direction from the top.
3. Communication and coordination among employees within each
department are excellent.
4. The structure promotes high – quality technical problem –
solving.
5. The organization is provided with in depth skill specialization
and development.
6. Employees are provided with career progress within functional
departments.
Disadvantages of Functional Organization
1. Communication and coordination between the departments are often poor.
2. Decisions involving more than one department pile up of the top management
level and are often delayed.
3. Work specialization and division of labor, which are stressed in a functional
organization, produce routine, non – motivating employee tasks.
4. It is difficult to identify which section or group is responsible for certain
problems.
5. There is limited view of organizational goals by employees.
6. There is limited general management training for employees.
PRODUCT or MARKET ORGANIZATION
- is appropriate for a large corporation with many product
lines in several related industries.

Advantages of Product or Market Organization

1. The organization is flexible and responsive to change.
2. The organization provides a high concern for customer’s good.
3. The organization provides excellent coordination across functional
departments.
4. There is easy pinpointing of responsibility for product problems.
5. There is emphasis on overall product and division goals.
6. The opportunity for the development of general management skills
is provided.
MATRIX ORGANIZATION
- is a structure with two (or more) channels of
command, two lines of budget authority, and two sources of
performance and rewards (Thompson and Strickland).
- the matrix structure was designed to keep
employees in a central pool and to allocate them to various
projects in the firm according to the length of time they
were needed (Higgins).
Advantages of Matrix Organization
1. There is more efficient use of resources than the divisional structure.
2. There is flexibility and adaptability to changing environment.
3. The development of both general and functional management skills are
present.
4. There is interdisciplinary cooperation and any expertise is available to all
divisions.
5. There are enlarged tasks for employees which motivate them better.
Disadvantages of Matrix Organization
1. There is frustration and confusion from dual chain of
command.
2. There is high conflict between divisional and functional
interests.
3. There are many meetings and more discussion than action.
4. There is a need for human relations training for key
employees and managers.
5. There is a tendency for power dominance by one side of the
matrix.
TYPES of AUTHORITY
1. Line Authority – a manager’s right to tell subordinates what to do and then see that they do it.
2. Staff Authority – a staff specialist’s right to give advice to a superior.
Staff officers may be classified into the following:
a. Personal Staff – those individuals assigned to a specific manager to provide needed staff
services.
b. Specialized Staff – those individuals providing needed staff services for the whole
organization.
3. Functional Authority – a specialist’s right to oversee lower level personnel involved in that
specialty, regardless of where the personnel are in the organization.
THE PURPOSE of COMMITTEES
When certain formal groups are deemed
inappropriate to meet expectations, committees are often –
times harnessed to achieve organizational goals. Many
organizations, large or small, make use of committees.

COMMITTEE – is a formal group of persons formed for a

specific purpose. Committees are very useful most especially
to engineering and manufacturing firms. Committees usually
formed to provide the necessary line – up of expertise needed
to achieve certain objectives.
Classification of Committees

1. Ad hoc committee – one created for a short – term purpose

and have a limited life.
2. Standing committee – it is a relatively permanent
committee that deals with issues on an ongoing basis.
Reference:

Engineering_Management_by_Roberto_Medina
ENGINEERING MANAGEMENT

Staffing the Engineering Organization

Prepared by: Engr. CHRISTOPHER CHAN

Staffing the Engineering Organization
a. What is Staffing?
b. The Staffing Procedure
Human Resource Planning
Recruitment
Selection
Induction and Orientation
Training and Development
Performance Appraisal
Employment Decisions
Separations
STAFFING

➢ Staffing is the management function that

determines human resource needs, recruits, selects,
trains, and develops human resources for jobs
created by an organization.
➢ Staffing is undertaken to match people with jobs so
that the realization of the organization’s objectives
will be facilitated.
The Staffing Procedure

HUMAN RESOURCE PLANNING

Human resource planning may involve three activities
a. Forecasting – which is an assessment of future human resource
needs in relation to the current capabilities of the organization.
b. Programming – which means translating the forecasted human
resource needs to personnel objectives and goals.
c. Evaluation and Control – which refers to monitoring human
resource action plans and evaluating their success.
Methods of Forecasting

1. Time Series Methods – which use historical

data to develop forecasts of the future.

2. Explanatory or Casual Models – which are

attempts to identify the major variables that are
related to or have caused particular past
conditions and then use current measures of these
variables to predict future conditions.
Three Major Types of Explanatory Models
1. Regression Models
2. Econometric Models – a system of regression
equations estimated from past time series data and used to show the
effect of various independent variables on various dependent
variables.
3. Leading Indicators – refers to time series that
anticipate business cycle turns.

3. Monitoring Methods – are those that provide early warning

signals of significant changes in established patterns and
relationships so that the engineer manager can assess the likely
impact and plan responses if required.
RECRUITMENT – refers to attracting qualified
persons to apply for vacant positions in the company
so that those who are best suited to serve the company
may be selected.
Source of Applicants
1. The organization’s current employees. Some
of the organization’s current employees may be
qualified to occupy positions higher than the ones they
are occupying. They should be considered.
2. Newspaper advertising. There are at least three
major daily newspapers distributed throughout the
Philippines. Readership is higher during Sundays.
3. Schools. These are good sources of applicants. Representatives
of companies may interview applicants inside campuses.
4. Referrals from employees. Current employees sometimes
recommend relatives and friends who may be qualified.
5. Recruitment firms. Some companies are specifically formed
to assist client firms in recruiting qualified persons.
6. Competitors. These are useful sources of qualified but
underutilized personnel.
SELECTION – refers to the act of choosing from
those that are available the individuals most likely to
succeed on the job. A requisite for effective selection
is the preparation of a list indicating that an
adequate pool of candidates is available. The
purpose of selection is to evaluate each candidate
and to pick the most suited for the position
available.
Ways of Determining the Qualifications of a Job Candidate
1. Application blanks. The application blank provides information
about a person’s characteristics such as age, marital status, address,
educational background, experience and special interest.
2. References. References are those written by previous employers, co
– workers, teachers, club officers. Their statements may provide some
vital information on the character of the applicant.
3. Interviews. Information may be gathered in an interview by asking
a series of relevant questions to the job candidate.
4. Testing. This involves an evaluation of the future behavior or
performance of an individual.
Types of Tests
1. Psychological Tests – which is an objective
standard measure of a sample behavior. It is classified
into:
a. Aptitude test – one used to measure a
person’s capacity or potential ability to learn.
b. Performance test – one used to measure a
person’s current knowledge of a subject.
c. Personality test – one used to measure
personality traits as dominance, sociability, and
conformity.
d. Interest test – one used to measure a
person’s interest in various fields of work.

2. Physical Examination – a type of test given to

assess the physical health of an applicant.
INDUCTION and ORIENTATION

Induction to the new employee is provided with the necessary

information about the company. His duties, responsibilities and
benefits are relayed to him. Personnel and health forms are filled
up, and passes are issued. The company history, its products and
services, and the organization structure are explained to the new
employee.

Orientation to the new employee is introduced to the immediate

working environment and co – workers. The following are
discussed: location, rules, equipment, procedures and training
plans.
TRAINING and DEVELOPMENT

Training – refers to the learning that is provided in

order to improve performance to the present job.

Two General Types of Training Programs

1. Training programs for non – managers
2. Training and educational programs for executives
Training Program for Non – managers
1. On – the - job training – where the trainer is placed in an actual
work situation under the direction of his immediate supervisor, who acts
as trainer.
2. Vestibule School – where the trainee is placed in a situation almost
exactly the same as the workplace where machines, materials and time
constraints are present.
3. Apprenticeship Program – where a combination of on – the –
training and experiences with classroom instruction in particular
subjects are provided to trainees.
4. Special Courses – are those taken which provide more emphasis on
education rather than training.
Training Programs for Managers

The training needs of managers may be classified into

four areas:
❑ decision – making skills,
❑ interpersonal skills,
❑ job knowledge and
❑ organizational knowledge.
Training Methods of Decision – Making Skills of the
Manager
1. In – basket – where the trainee is provided with a set of notes,
messages, telephone calls, letters and reports, all pertaining to a
certain company situation.
2. Management Games – is a training method where trainees are
faced with a simulated situation and are required to make an
ongoing series of decisions about that situation.
3. Case Studies – this method presents actual situations in
organizations and enable one to examine successful and
unsuccessful operations.
Training Methods of Interpersonal Competence of the
Manager
1. Role – Playing – is a method by which the trainees are assigned roles
to play in a given case incident. They are provided with a script or a
description of a given problem and of the key persons they are to play.
2. Behavior Modeling – this method attempts to influence the trainee
by showing model persons behaving effectively in a problem situation.
3. Sensitivity Training – under this method, awareness and sensitivity
to behavioral patterns of oneself and others are developed.
4. Transactional Analysis – is a training method intended to help
individuals not only understand themselves and others but also improve
their personal communication skills.
Training Methods of Job Knowledge of the
Manager
1. On – the – Job Experience – this method
provides valuable opportunities for the trainee to learn
various skills while actually engaged in the
performance of a job.
2. Coaching – this method requires a senior manager
to assist a lower – level manager by teaching him the
needed skills and generally providing directions, advice
and helpful criticism.
3. Understudy – under this method, a manager
works as assistant to a higher – level manager and
participates in planning and other managerial
functions until he is ready to assume such position
himself.
Training Methods of Organizational Knowledge of the
Manager

1. Position Rotation – under this method, the manager is given

assignments in a variety of departments. The purpose is to expose
him to different functions of the organization.
2. Multiple Management – this method is premised on the idea
that junior executives must be provided with means to prepare them
for higher management positions.
PERFORMANCE APPRAISAL – is the
measurement of employee performance.

The purposes for which performance appraisal

is made are as follows:
1. To influence, in a positive manner, employee
performance and development.
2. To determine merit pay increase.
3. To plan for future performance goals.
4. To determine training and development needs
5. To assess the promotional potential of employees.
Ways of Appraising Performance
1. Rating Scale Method – where each trait or characteristic to the
rated is represented by a line or scale on which the rater indicates the
degree to which the individual possesses the trait or characteristics.
2. Essay Method – where the evaluator composes statements that
best describe the person evaluated.
3. Management by Objectives Method – where specific goals are
set collaboratively for the organization as a whole, for various
subunits, and for each individual member.
4. Assessment Center Method – where one is evaluated by
persons other than the immediate superior. This method is used for
evaluating managers.
5. Checklist Method – where the evaluator checks
statements on a list that are deemed to characterize an
employee’s behavior or performance.
6. Work Standard Method – where standard are
set for the realistic worker output and later on used in
evaluating the performance of non – managerial
employees.
7. Ranking Method – where each evaluator arranges
employees in rank order from the best to the poorest.
8. Critical – Incident Method – where the
evaluator recalls and writes down specific incidents
that indicate 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.
EMPLOYMENT DECISIONS
After evaluating the performance of employees, the
management will now be ready to make employment decisions. These
may consist of the following:

1. Monetary Rewards – these are given to employees whose

performance is at par or above standard requirements.

2. Promotion – this refers to a movement by a person into a position

of higher pay and greater responsibilities and which is given as a
reward for competence and ambition.
3. 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.

4. Demotion – this is a movement from one position

to another which has less pay or responsibility
attached to it. Demotion is used as a form of
punishment or as a temporary measure to keep an
employee until he is offered a higher position.
SEPARATION – is either a voluntary or involuntary termination
of an employee.
When made voluntarily, the organization’s management
must find out the real reason. If the presence of a defect in the
organization is determined, corrective action is necessary.
Involuntary separation or termination is the last option
that the management exercises when an employee’s performance
is poor or when he/she committed an act violating the company
rules and regulations.
Reference:

Engineering_Management_by_Roberto_Medina
ENGINEERING MANAGEMENT

COMMUNICATING

Prepared by: Engr. CHRISTOPHER CHAN

Communicating
a. What is Communication?
b. Functions of Communication
c. The Communication Process
d. Forms of Communication
e. The Barriers to Communication
f. Management Information System
COMMUNICATION – is the process of sharing
information through symbols, including words and
message (Morris Philip Wolf and Shirley Kuiper).
It may be done face – to – face, or through printed
materials, or through an electronics device like the
telephone.
 FUNCTIONS of COMMUNICATION
1. Information
FUNCTIONS Function. Information provided through
of COMMUNICATION
communication may be used for decision – making at various
1. Information Function. Information provided through communication
work levels in the organization.
may be used for decision – making at various work levels in the
2. Motivation Function. Communication is also
organization.
oftentimes used as a means to motivate employees to commit
2. Motivation Function. Communication is also oftentimes used as a
themselves to the organization’s objectives.
means to motivate employees to commit themselves to the organization’s
3. Control Function. When properly communicated,
objectives.
reports, policies, and plans define roles, clarify duties,
3. Control Function. When properly communicated, reports, policies, and
authorities and responsibilities.
plans define roles, clarify duties, authorities and responsibilities.
4. Emotive Function. When feelings are repressed in the
4. Emotive Function. When feelings are repressed in the organization,
organization, employees are affected by anxiety, which in
employees are affected by anxiety, which in turn, affects performance.
turn, affects performance.
COMMUNICATION PROCESS
The communication process consists of eight steps:
1. Develop an Idea. The most important step in effective communication is
developing an idea. It is important that the idea to be conveyed must be
useful or of some value. An example of a useful idea is how to prevent
accidents in workplaces.
2. Encode. The next step is to encode the idea into words, illustrations,
figures, or other symbols suitable for transmission. The method of
transmission should be determined in advance so that the idea may be
encoded to conform with the specific requirements of the identified method.
3. Transmit. After encoding, the message is now ready for transmission
through the use of an appropriate communication channel. Among the various
channels used include the spoken word, body movements, the written word,
television, telephone, radio, an artist’s paint, electronic mail, etc.
4. Receive. The next step is communication process. It is the actual receiving
of the message by the intended receiver. The requirement is for the receiver to
be ready to receive at the precise moment the message relayed by the sender.
5. Decode. Decoding means, translating the message from the sender into a
form that will have meaning to the recipient.
6. Accept. The next step is for the receiver to accept or reject the message.
Sometimes, acceptance is partial.
 Factors that will affect the acceptance or rejection of a message are as follows:
1. The accuracy of the message
2. Whether or not the sender has the authority to send the message
and/or require action
3. The behavioral implications for the receiver
7. Use. The next step is for the receiver to use the information. If the message
provides information of importance to a relevant activity, then the receiver could
store it and retrieve it when required.
8. Provide Feedback. The last step in the communication process is for the
receiver to provide feedback to the sender. Depending on the perception of the
receiver, however, this important step may not be made.
FORMS of COMMUNICATION
FORMS of COMMUNICATION
Communication consists of two major forms:
Communication consists of two major forms:
1. Verbal
1. Verbal
2. Non – verbal
2. Non – verbal

VERBAL
VERBAL COMMUNICATION
COMMUNICATION – are
– are thosethose transmitted
transmitted through
through hearing
or hearing or sight.
sight. These modeThese mode of transmission
of transmission categorizes
categorizes verbal verbal
communication
communication
into into and
two classes: Oral two Written.
classes: Oral and Written.
Oral Communication – mostly involves hearing the words of the
Oral Communication – mostly involves hearing the words of the sender,
sender, although sometimes, opportunities are provided for seeing the
although sometimes, opportunities are provided for seeing the sender’s
sender’s body movements, facial expression, gestures and eye contact.
body movements, facial expression, gestures and eye contact.
Written Communication – where the sender seeks to communicate
Written the written word. – where the sender seeks to communicate
throughCommunication
through the written word.
NON – VERBAL COMMUNICATION – is a means of conveying message through body
language, as well as the use of time, space, touch, clothing, appearance and aesthetic
elements. Body language consists of gestures, bodily movement, posture, facial expression
and mannerisms of all kinds.

THE BARRIERS TO COMMUNICATION

Various factors may impede the efficient flow of communication. Any, or all, of
these factors may, at any point, derail the process. The barriers to communication may be
classified generally as:
a. Personal barriers
b. Physical barriers
c. Semantic barriers
PERSONAL BARRIER – are hindrances to effective communication arising from a
communicator’s characteristics as a person, such as emotions, values, poor listening
habits, sex, age, race, socioeconomic status, religion, education and etc.

PHYSICAL BARRIER – refer to interferences to effective communication occurring

in the environment where the communication is undertaken.

SEMANTIC BARRIER – is the study of meaning as expressed in symbols. Words,

pictures, or actions are symbols that suggest certain meanings. When the wrong
meaning has been chosen by the receiver, misunderstanding occurs.
OVERCOMING BARRIERS TO COMMUNICATION
To eliminate problems/ barriers to communication, the following are
recommended.
1. Use feedback to facilitate understanding and increase the potential for appropriate
action.
2. Repeat messages in order to provide assurance that they are properly received.
3. Use multiple channels so that the accuracy of the information may be enhanced.
4. Use simplified language that is easily understandable and which eliminates the
possibility of people getting mixed – up with meanings.
 TECHNIQUES for COMMUNICATING IN ORGANIZATIONS
TECHNIQUES for COMMUNICATING IN ORGANIZATIONS
Communications may be classified as to the types of flow of
Communications
the message which aremay as befollows:
classified as to the types
Downward, of flow oforthe
Upward,
message which are as follows: Downward, Upward, or Horizontal.
Horizontal.
DOWNWARD
DOWNWARD COMMUNICATION–– refers
COMMUNICATION refers to message
messageflows from
flows from
higher
higher levels
levels ofofauthority
authority
totolower
lowerlevels.
levels.
AmongAmong
the purposes of downward
the purposes communications
of downward are:
communications are:
1. to
1. to giveinstructions
give instructions
2. to provide information about policies and procedures
2. to provide information about policies and procedures
3. to give feedback about performance
3. to give feedback about performance
4. to indoctrinate or motivate
4. to indoctrinate or motivate
Among the techniques used in downward communication are as follows:
1. letters – are appropriate when directives are complex and precise actions are required.
2. meetings – are used when orders are simple
3. telephones
4. manuals – are useful sources of information regarding company policy, procedures and
organization.
5. handbooks – provide more specific information about the duties and privileges of the individual
worker.
6. newsletters – provides a mixture of personal, social and work – related information. Articles about
new hiring, promotions, birthdays of employees, questions and answers about work related issues are
presented.
UPWARD COMMUNICATION – refers to messages from persons
in lower – level positions to persons in higher positions.

Among the techniques used in upward communication are:

1. formal grievance procedure
2. employee attitude and opinion survey
3. suggestion system
4. open - door policy
5. informal gripe sessions
6. task forces
7. exit interviews
Formal Grievance Procedures. Grievances are part of a normally
operating organization. To effectively deal with them, organizations provide
a system for employees to air their grievances.
Employee Attitude and Opinion Surveys. Finding out what the
employees think about the company is very important.
Suggestion System. Suggestions from employees are important sources of
cost – saving and production enhancing ideas.
Open – Door Policy. An open – door policy, even on a limited basis,
provides the management with an opportunity to act on difficulties before
they become full – blown problems.
Informal Gripe – Sessions. Informal gripe sessions can be used
positively if management knows how to handle them. When employees feel
free to take and they are assured of not being penalized for doing so, then
management will be spared with lots of efforts determining the real causes
of problems in the company.
Task Forces. When a specific problem or issue arises, a task force may be
created and assigned to deal with the problem or issue.
Exit Interviews. When employees leave an organization for any reason, it
is to the advantage of management to know the real reason. If there are
negative developments in the organization that management is not aware of,
exit interviews may provide some of the answers.
HORIZONTAL COMMUNICATION – refers to messages sent to
individuals or groups from another of the same organizational level or
position.
The purposes of horizontal communication are:
1. to coordinate activities between departments
2. to persuade others at the same level of organization
3. to pass on information about activities or feelings
Among the techniques appropriate for horizontal communication
are:
1. memos
2. meetings
3. telephones
4. picnics
5. dinners
6. social affairs
MANAGEMENT INFORMATION SYSTEMS (MIS) – is an organized method of
providing past, present and projected information on internal operations and external
intelligence for use in decision making (Boone and Kurtz).
The Purposes of MIS
1. To provide a basis for the analysis of early warning signals that can originate both
externally and internally.
2. To automate routine clerical operations like payroll and inventory reports.
3. To assist managers in making routine decisions like scheduling orders, assigning orders to
machines and reordering supplies.
4. To provide the information necessary for management to make strategic or non –
programmed decisions.
Reference:

Engineering_Management_by_Roberto_Medina