IN THE NAME OF ALLAH

THE MOST MERCIFUL

THE MOST
GRACIOUS
 Presentation

ENGINEERING MANAGEMENT

CHAPTER NO.2
Definition of Management

PRESTON
UNIVERSITY
 Presented By
IMRAN KHALID (P.M.)
REG #14N2-308010

TOSIF AHMAD
REG #14N2-308009

FAROOQ ASHRAF
REG #14N2-308017
Presented To
KALEEM A. BARLAS

DATE: 01-03-09
 Learning objectives
 What is Management
 The history of Management
 Types of Management
 Management responsibilities
 Management tasks
 The Engineering Manager
 What is Management
 There are several answers to this question
 Is management an art or science
 Neither are both
 Management is the use of techniques
 Some do things
 Others get it done
 Yet others coordinate them
 And some one leads them
 Coordinating work activities
 Manager
 Person who tells that what to do and
how to do
 Some one who works with and
through other people
 Accomplish organizational goals
 Who get things done
The history of management
 Engineering and management grew hand in
hand
 Pyramids in Egypt are good examples of
engineering, supervision was good example
of management
 Management as profession is relatively new
 U.k. established professional group of
engineering management in 1970
 Cont..
• The growth of large corporation in the
1950s
• Upcoming of multinational companies
• The American management association
founded in 1923
• Operational research
• Scientific management
• Reward systems
 Types of Manager
 Management levels

 Interaction between the various levels of management with in an

organization
 Communication can occur to any number of levels

 Managers mangers
 Other mangers
 Peers
 Other subordinates
 Subordinates Subordinates
 Own subordinates
 Managements styles
 Administrators
 Time servers

 Climbers

 Generals

 Supporters

 Nice guys

 Bosses
 Administrators
 apply company rules and regulations for
solving problems
 they live by the book
 the show total loyalty to the
organization
 They are very formal in their approach
 They aspect to be in black & white
 They are very logical & practical
 Time servers
o Generally older mangers who have
lost interest in their jobs.
o Marking time until retirement
o They are called time servers
o If motivated can become valuable
asset
 climbers
 They are driven by extreme personal ambition
to get to top
 They want to achieve and to be seem to
achieve
 Peruse personal growth through fare means or
fowl
 Become de motivated if they fail
 Personal knowledge is very important for them
 They look after those reporting to them
 Generals
 Usually younger persons who show lots of
energy
 They like to rule and manipulate power
 They work extremely hard
 They are sociable and mix well at all levels
 They come close to peers
 Status is important to them
 But for the luxury associated with it
 Supporters
 Maintain balanced view about world n the rest
 Usually experienced managers
 Apply their experience
 Work with other people to achieve targets
 Their personal technical knowledge is limited
 They are good facilitators
 They recognize achievement n reward
 Nice guys
 Usually weak-willed
 More interested in being liked
 Do not criticize their subordinates
 Productivity under nice guys is low
 Often face conflicts
 Do not make many decisions
 Yield to pressure very easily
 Bosses
 These managers are bullies
 They like to have their own way n bully staff
 To enhance their own sense of power
 Bosses are at all levels but normally at low level
 Play by the book where it suits them
 They expect recognition but do get it
 Extremely inflexible , mistaken as strong minded
 In short term they show results but in the long
term produce destruction
 Management
Responsibilities
They deal with people, whose behavior is
difficult to predict
Managers have responsibility to the share
holders
Employees of the company are also the
responsibility of managers
Managers have to manage customers internal
n external
 Continued
 Managers have responsibility to community
 They have to manage their competitors
 They have to follow govt. rules
 They have to face natural environments n
hazards
 Managers have to manage the labor market
problems
 They have to manage pressure groups
 Manager have to manage co finances
 Management Tasks

Planning
 Corporate goals

 Performance standards

 Strategic plan

 Plan of action
 Organizing
 Splitting of the work into manageable tasks
 Allocation of tasks to groups n individuals
 Tasks co-ordination n avoiding of duplications
 Responsibilities to be clearly defined
 Alignment of people
 Ensure staff focuses on common goals
 Delegation of responsibilities
 Integrating
 Implementation of plan to achieve goals
 See the whole picture
 Problems solving, coming out of implementation
 Leading the groups
 Creating interpersonal communication
 Dispute solving
 Maintaining the focus of the teams on goals
 Measuring
 Measure must be taken continually throughout
the implementation phase
 The costs
 The use of skills
 Progress on project
 The quality
 The methods of measuring
 Addressing causes for delays
 Recognitions
 Enabling role
The Engineering Managers

Technical considerations
Time factor
People factor
 The Engineering Managers
 Management is management, be it engineering dept. or
grocery shop
 Managing a technologically oriented co is requires
technical skills
 Engineers now sit on boards of co,s instead of
accountants n marketers
 Mainly engineers drift into managements after just
attending a business course
 They think management needs just the common sense
 Continued
 Or they get into management as senior managers
 Good engineer may not make a good manager

 Some time engineers join management position when they are at

peek of engineering
 This of course a mistake

 Engineer managers still consider themselves engineers n start

working on the bench
 They must learn to get job done through others
 Technical consideration
 Engineers do carry out many tasks that are done by
managers
 Spend 80% of their time on management related
activities
 communication in meetings
 Influencing people
 Supervising
 Political issues
 Social impact
 The time factor
 Time management
 Stress management
 Spend time on new designs
 They must learn to shift from one
task to other quickly
 They must learn management
techniques
 The people factor
 Engineers find people problem the most difficult to
tackle
 They must learn to command n lead
 They must be good negotiators
 Must learn to delegate authority n responsibility
 Must be able to review progress in review meetings
Thanks