ENGMAN 302 NOTES
Chapter 1: INTRODUCTION TO ENGINEERING MANAGEMENT
Engineers must understand their job requirements and identify their skills gaps. They often struggle with
people-based skills, especially in management roles. To excel, they need exposure to engineering management
activities, as this is more apparent when they are assigned to management positions.
THE FUNCTIONS OF THE ENGINEER
The following ang some of the said developments made by engineers:
1. Stone bladed axe, and the Irrigation system - 6000 to 3000 B.C.
2. The Pyramids of Egypt - 3000 to 6000 B.C.
3. Roadbuilding by the Romans - 600 B.C to 400 A.D.
4. Production of paper and gunpowder by the Chinese - 100 A.D. to 1600 A.D.
5. Production of steam engine and The Spinning and weaving machinery - 1601 A.D. to 1799 A.D.
6. Manufacture of cars and household appliances - Modern Times
Their newly developed or improved outputs are in great demand in the following particular situations:
production of more food for a fast-growing world population
elimination of air and water pollution
solid waste disposal and recycling
reduction of noise
supplying the increasing demand for energy
supplying the increasing demand for mobility
preventing and solving crimes
meeting the increasing demand for communication facilities.
The following areas are covered by engineering functions:
1. Research
2. Design and Development
3. Testing
4. Manufacturing
5. Construction
6. Sales
7. Consulting
8. Government
9. Teaching
10. Management
THE ENGINEER IN VARIOUS TYPES OF ORGANIZATION MANAGEMENT SKILLS AT VARIOUS LEVELS
1. Level 1 - with minimal engineering jobs, e.g. retailing firms
- engineers have limited chances of becoming general managers or presidents unless they own the
firm or head a small engineering unit.
2. Level 2 - with moderate degree of engineering jobs, e.g. transportation companies.
- the engineer may be assigned to head the engineering division. The need for management skills
will now be felt by the engineer manager.
3. Level 3 - with a high degrees of engineering jobs, e.g. construction firms.
WHAT IS ENGINEERING MANAGEMENT?
Engineering management involves combining technical knowledge with organizing and coordinating worker
power, materials, machinery, and money.
MANAGEMENT DEFINED
Management is defined as the “creative problem-solving process of planning, organizing, leading, and
controlling an organization’s resources to achieve its mission and objectives.”
THE PROCESS OF MANAGEMENT
The process of management consists of planning, organizing, directing, and controlling.
It seeks to find out the objectives of 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, motivating them, and provide means to make sure
that the activities are in the right direction.
REQUIREMENTS FOR THE ENGINEER MANAGER’S JOB
A bachelor’s degree in engineering from a reputable school, or in some cases, a master’s degree in
engineering or business management.
A few years of experience in a pure engineering job.
Training in supervision
Special training in engineering management
HOW ONE MAY BECOME A SUCCESSFUL ENGINEER MANAGER
Robert Kreitner indicates at least three general preconditions for achieving lasting success as a manager:
1. Ability
- Managerial ability is the capacity of an engineer manager to achieve organizational objectives effectively and
efficiently.
- According to Higgins, Effectiveness refers to a description of “whether objectives are accomplished”. While
Efficiency is the “relative amount of resources used in obtaining effectiveness”.
2. Motivation to Manage - John B. Mayer, a management researcher, developed a psychometric instrument to
measure objectively an individual’s motivation to manage.
1. Favorable attitude toward those in position of authority.
2. Desire to engage in games or sports competitions 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.
7. Sense of responsibility in carrying out the routine duties associated with managerial work.
3. Opportunity
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.
Chapter 2: DECISION-MAKING
- Managers of all kinds and types are primarily tasked to provide leadership in the quest for the attainment
of the organization’s objectives.
- A major blunder in decision-making may be sufficient to cause the destruction of any organization. Good
decisions, on the other hand, will provide the right environment for continuous growth and success of any
organized effort.
DECISION-MAKING AS A MANAGEMENT RESPONSIBILITY
Decisions must be made at various levels in the workplace. They are also made at the various stages in the
management process. If certain resources must be used, someone must make a decision authorizing certain
persons to appropriate such resources.
