Engineering Management

Module 1
Introduction
Lecturer Muhammad Kashif Farooq
MS Mechanical Engineering
Managerial Ability of Egyptians (Planning,
Organizing, Controlling)
Manager
A manager is someone who coordinates and oversees the work
of other people so that organizational goals can be
accomplished.
▪ Focus on Others: Success is measured by helping others
perform effectively.
▪ Scope of Work: May supervise individuals, teams, or cross-
departmental groups, including external workers.
▪ Additional Responsibilities: Managers can also perform
their own tasks, like an insurance claims supervisor
processing claims.
Levels of Management
Levels of Management
▪ Organizations normally have three levels of management: first-line
managers, middle managers, and top managers.
▪ Managers at each level have different but related responsibilities for using
organizational resources to increase efficiency and effectiveness.
First Line Managers (Supervisors).
▪ They are responsible for daily supervision of the nonmanagerial
employees who perform the specific activities necessary to produce
goods and services.
▪ First-line managers work in all departments or functions of an
organization.
▪ Examples: Chief mechanic overseeing crew of mechanics, head nurse
in the obstetrics department of a hospital.
Levels of Management…
Middle Managers:
▪ Titles: regional manager, project leader, division manager
▪ Supervises the first line managers and is responsible for finding the
best ways to organize human and other resources to achieve
organizational goals.
▪ Act as a bridge between top management (who set broad
organizational goals) and first line managers (who executes tasks).
▪ Assess if the goals are suitable. If not, they propose changes. So, their
role is more strategic.
Levels of Management…
Top Managers:
▪ Titles: Executive vice president, president, managing director, chief
operating officer, chief executive officer
▪ Responsible for the performance of all departments and cross-
department coordination.
▪ Set goals (product/ service decision), define interdepartmental
interaction, monitor how well middle managers in each department
use resources to achieve goals.
▪ Ultimately responsible for the success or failure of an organization.
Levels of Management…
• Chief Executive officer (CEO): Most senior and important manager,
the one all other top managers report to.
• Chief Operating Officer (COO): Often a successor-in-training for the
CEO.
Responsibilities:
▪ COO and CEO together are responsible for developing good working
relationships among top managers of various departments.
▪ Develop a strong top management team (CEO, COO, the president and
head of most important departments)
Why Managers are Important?
▪ Managers play a crucial role in driving organizational efficiency and
success.
▪ Work Coordination: Managers establish systems and conditions for
employees to perform tasks efficiently
▪ Problem-Solving: They identify issues, ensure work is completed correctly,
and keep operations on track.
▪ Employee Productivity: Studies show that strong manager-employee
relationships boost productivity and loyalty.
▪ Organizational Success: Effective management enhances engagement,
financial performance, and overall value.
What Managers Do?
▪ Management: Coordinating and overseeing work
to ensure efficiency and effectiveness.
▪ Efficiency: Maximizing output with minimal input
(people, money and equipment). It’s often
referred to as “doing things right”—that is not
wasting resources.
▪ Effectiveness: “doing the right things”– doing
those work activities that will help the
organization reach its goals.
▪ Managerial Complexity: No two organizations or
managerial roles are identical.
▪ Research Insights: Three key approaches define
managerial work: (1) Functions (2) Roles (3) Skills
Management Functions

Planning: Setting goals, establishing the best strategies, and develop

plans to integrate and coordinate activities.
▪ Analogy: Like a roadmap for a journey; without a destination (goal), any
path suffices.
• Examples: A manager setting quarterly sales targets or a startup
outlining a business plan.
• Key Questions: What are our goals? How do we achieve them?
Management Functions…
Organizing: Structuring resources, roles, tasks or activities to
achieve organization’s goals efficiently. A manager must:
▪ Train and gather people into a team with specified authority,
responsibility, and accountability relationships.
▪ acquire and allocate facilities, materials, capital, and other
resources
▪ Create an organization structure that includes policies, procedures,
reporting patterns, and communication channels.
Key Questions:
How do we structure tasks and allocate resources to meet goals?
Who is responsible for each task, and how are they coordinated?
 Management Functions…
Leadership: It involves working with and through people to achieve organizational goals. It
includes directing, motivating, and influencing employees to enhance productivity and maintain
a positive work environment. A manager’s leadership responsibilities include:
▪ Providing Direction – Guiding employees by setting clear goals and expectations.
▪ Motivating Employees – Encouraging productivity through rewards, recognition, and career
growth opportunities.
▪ Influencing Performance – Shaping individual and team behaviors for efficiency.
▪ Resolving Conflicts – Addressing workgroup disputes to ensure smooth collaboration.
▪ Effective Communication – Choosing the best communication channels to engage employees.
▪ Managing Behavior – Ensuring professionalism and maintaining a strong organizational culture.
 Management Functions…Leadership
Scenario: A call center manager notices declining
customer satisfaction.
Direction: Provides a revised complaint-handling
script.
Motivation: Offers incentives for improved
ratings.
Influence: Conducts training and mentoring.
Conflict Resolution: Mediates task disputes.
Communication: Uses meetings and feedback
channels.
Behavior Management: Promotes professionalism
and a customer-first approach.
 Management Functions…

• Controlling: It ensures that organizational goals are met by monitoring

performance, comparing results with set objectives (evaluating), and making
necessary corrections to stay on track.
Scenario: A project manager sees a software development project falling
behind schedule.
Controlling Actions:
• Monitoring: Reviews progress reports and team productivity.
• Evaluation: Compares current progress with the project timeline.
• Correction: Reallocates tasks, extends working hours, and provides additional
resources. By controlling effectively, the manager ensures timely project
completion and goal achievement.
Four Functions of Management
Contingency viewpoint of Management

▪ Managers do not always follow a strict sequence of

planning, organizing, leading, and controlling.

▪ Managerial responsibilities vary by functional area and

hierarchical level.

▪ Some managers focus on planning and organizing,

others on controlling or leading.

▪ No single management approach fits all situations.

▪ Adaptability is key—this is the contingency viewpoint of

management.
Managerial Roles

▪ Managerial Roles: Specific actions or behaviors expected of and exhibited

by a manager
▪ Henry Mintzberg Study: Studies actual managers at work and concluded
that what managers do can best be described by looking at the managerial
roles they engage in at work.
▪ Interpersonal Roles: involves interaction with people inside and outside the
organization. These roles are often ceremonial and symbolic.
▪ Figurehead: Represents the organization at official events.
▪ Leader: Guides, motivates, and supports employees.
▪ Liaison: Connects with external stakeholders and other organizations.
Manager Roles

▪ Information Roles: involves collecting, receiving, and disseminating information

▪ Monitor: Collects and analyzes relevant information.
▪ Disseminator: Shares important information with employees.
▪ Spokesperson: Represents and communicates on behalf of the organization.
▪ Decision Roles: Involves making choices or decisions that impact the
organization.
▪ Entrepreneur: Identifies opportunities for growth and innovation.
▪ Disturbance Handler: Resolves conflicts and unexpected problems.
▪ Resource Allocator: Manages and distributes resources effectively.
▪ Negotiator: Engages in discussions to reach agreements.
Managerial
Roles
Management Skills
Skills refer to the abilities and expertise that managers must develop to effectively
perform their roles within an organization.
Technical Skills: Job specific knowledge and techniques needed to proficiently
perform work tasks.
▪ Essential for first-line managers overseeing employees using tools and
techniques.
▪ Often, employees with excellent technical skills get promoted to first-line
managers.
Human Skills: ability to work well with individuals and groups.
▪ Equally important across all management levels.
▪ Includes communication, motivation, leadership, and trust-building.
Management Skills
Conceptual Skills: Ability to think abstractly and handle complex
situations.
▪ Helps managers see the organization as a whole and understand
interrelationships.
▪ Most crucial for tope managers

"Don’t let the future outpace you—reinvent yourself before the world decides
it no longer needs the old version. Your skills are your currency; keep
investing, or the market will move on without you."
Why Study Management?
What is Engineering Management?
▪ Engineering Management combines technical expertise with business and
leadership skills to manage engineering projects, teams, and operations.
▪ It integrates the problem-solving rigor of engineering—driven by
innovation, design, and technology—with the strategic, administrative, and
planning expertise of management.
Career Path Decision: Early-career engineers must choose between:
▪ Technical Track: Advancing as an individual contributor by earning
graduate degrees (Master’s or Ph.D.) in engineering or computational
sciences.
▪ Management Track: Expanding skills to become an engineering manager,
often by earning a Master’s in Engineering Management (MEM).
▪ Key Insight: Both paths keep engineers in technical roles while shaping
their career trajectories within technology-driven organizations.
Significance of Engineering Management
• Ensures Efficient Project Execution: Engineering projects require structured
planning, budgeting, and risk management to meet deadlines and quality
standards.
• Bridges Technical & Business Expertise: Engineers with management skills
drive innovation while ensuring financial viability and strategic growth.
• Optimizes Resources & Productivity: Effective management of engineering
teams, technology, and materials minimizes waste and maximizes output.
• Drives Technological Advancements: Leaders in engineering management
spearhead research, development, and implementation of cutting-edge
technologies.
• Critical for Industry Competitiveness: Organizations rely on engineering
managers to stay ahead in industries like aerospace, energy, manufacturing,
and IT.