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ENGINEERING MANGEMENT

LECTURE #1
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MANAGEMENT
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Management

 Art of getting resources together to accomplish

desired goals

 Manages deployment and manipulation of human

resources, financial resources, technological resources
etc.
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Management

 Management in businesses and organizations is the function

that coordinates the efforts of people to accomplish goals
and objectives by using available resources efficiently and
effectively.

 Effective management and leadership involve creative

problem solving, motivating employees and making sure the
organization accomplishes objectives and goals.
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MANAGEMENT
FUNCTIONS
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Management Functions
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Planning

 Activities that establishes a course of action and guide future

decision-making is planning
 A process that includes defining goals, establishing strategy
and developing plans to coordinate activities
 Planning bridges the gap between where we stand today and
where we want to reach
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Planning

 STEPS:
 Deciding which goals the organization will pursue
 Deciding what courses of action to adopt to attain those goals
 Deciding how to allocate organizational resources
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Organizing

 After planning next function of every manager is to organize the

activities and establishing an organization structure to execute
the plan
 Setting up organizational structure means deciding the framework
of working how many units and sub-units or departments are
needed, how many posts or designations are needed in each
department, how to distribute the authority and responsibility
among different people.
 Once these decisions are taken an organizational structure gets
set up
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Organizing

 STEPS:
 Involves grouping people into departments according
to the kinds of job-specific tasks they perform
 Managers lay out lines of authority and responsibility
 Decide how to coordinate organizational resources
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Leading

 A function that includes motivating employees, directing others,

selecting the most effective communication channels, and
resolving conflicts

 Leadership involves using power, personality, and influence,

persuasion, and communication skills

 Outcome of leadership is highly motivated and committed

workforce
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Leading

 There are three sub functions of leading:

I. Directing
II. Coordinating
III. Commanding
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Directing

 Directing refers to giving directions or instructions to

employees by motivating them, supervising the activities of
employees, communicating with them

 Managers act as leaders and guide them to right direction,

so directing function includes, supervising, motivating and
communicating
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Coordinating

 Coordination is orderly synchronization of efforts of the

members and resources of an organization to accomplish
the organization’s objectives.

 The ability of the manager to communicate clearly with all

the team members is essential for coordination.
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Commanding

 The manager must have command over his team members.

 Authority is the rightful power to lead others, the right to order
and to act.
 It is the formal, positional right by which manger can require
sub-ordinates to do or not to do a thing the manager deems
necessary to achieve organizational objectives.
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Controlling

 Monitoring activities to ensure they are being accomplished as

planned and correcting any significant deviations

 It also requires managers to be able to identify sources of

deviation from successful accomplishment and to provide a
corrective course of action

 The outcome of the control process is the ability to measure

performance accurately and regulate organizational efficiency
and effectiveness
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MANAGEMENT
SKILLS
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Management Skills

 Management skills can be defined as certain attributes or abilities that an

executive should possess in order to fulfill specific tasks in an organization.
 They include the capacity to perform executive duties in an organization while
avoiding crisis situations and promptly solving problems when they occur.
 Management skills can be developed through learning and practical
experience as a manager.
 The skills help the manager to relate with their fellow co-workers and know how
to deal well with their subordinates, which allows for the easy flow of activities in
the organization
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Management Skills

Technical Skills

Human Skills

Conceptual Skills
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Technical Skills

 The ability to apply specialized knowledge or expertise

 Technical skills involve skills that give the managers the ability and
the knowledge to use a variety of techniques to achieve their
objectives

 Preparing a financial statement, programming a computer,

designing an office building, and analyzing market research are all
examples of technical skills.
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Human Skills

 The ability to work with, understand and motivate other people,

both individually and in groups

 This set of skills includes the ability to understand human behavior,

to communicate effectively with others, and to motivate
individuals to accomplish their objectives

 Giving positive feedback to employees, being sensitive to their

individual needs, and showing a willingness to empower
subordinates are all examples of good human relations skills.
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Conceptual Skills

 The mental ability to analyze and diagnose complex situations

 Conceptual skills include the ability to view the organization as a

whole, understand how the various parts are interdependent, and
assess how the organization relates to its external environment.

 The manager is able to see an entire concept, analyze and diagnose a

problem, and find creative solutions.

 This helps the manager to effectively predict hurdles their department

or the business as a whole may face.
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LEVELS OF
MANAGEMENT
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Levels of Management

 The term “Levels of Management’’ refers to a line of demarcation

between various managerial positions in an organization

 The number of levels in management increases when the size of

the business and work force increases and vice versa

 The level of management determines a chain of command, the

amount of authority & status enjoyed by any managerial position
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Levels of Management

TOP Middle Lower

Management Management Management

 Responsible for  Devote more time  manage the work of

making to organizational non-managerial
organization-wide and directional individuals who are
decisions and functions involved in the
establishing plans Manage the work production of
that effect the of first line organization’s product
entire organization managers
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Levels of Management

TOP Middle Lower

Management Management Management

 Vice president  Department head  Supervisor

President Project leader Line manager
Managing Director Plant Manager Office manager
CEO foreman

Chairman
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Top Level Management

 Lays down the objectives and broad policies of the

enterprise

 They assemble and bring together available resources

 Does mostly the work of thinking, planning and deciding

 Also known as the brain of the organization

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Top Level Management

 They have the maximum authority and responsibility

 Controls & coordinates the activities of all the departments

 Responsible for maintaining a contact with the outside world

 Responsible towards the shareholders for the performance of

the enterprise
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Middle Level Of Management

 Answers to the top management for the functioning of their

department

 Execute the plans of the organization in accordance with the

policies and directives of the top management

 Employ and train lower level management

 Interpret and explain policies from top level management to lower

level
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Middle Level Of Management

 Responsible for coordinating the activities within the division or department

 Sends reports and other important data to top level management

 Evaluate performance of junior managers

 Responsible for inspiring lower level managers towards better performance.

 In small organization, there is only one layer of middle level of management but in
big enterprises, there may be senior and junior middle level management
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Lower Level Management

 Assign jobs and tasks to various workers

 Guide and instruct workers for day to day activities

 Responsible for the quality as well as quantity of production

 Communicateworkers problems, suggestions, and

recommendatory appeals etc. to the higher level and higher level
management decisions to the workers
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Lower Level Management

 Help to solve the grievances of the workers

 Responsible for providing training to the workers

 Arrange necessary materials, machines, tools etc for getting the

things done

 Prepare periodical reports about the performance of the workers

 Motivate workers
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MANAGEMENT
STYLES
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Management Styles

 A management style is an overall method of leadership used by

the manager
 Managers have to perform a variety of roles in an organization and
how they handle various situations will depend on their styles of
management

 Three main styles:

I. Autocratic
II. Democratic
III. Laissez-faire (free- rein)
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Autocratic Style

 The manager is the sole decision maker

 The manager does not care about the subordinates and their
involvement in decision making

 If the manager has a great personality, experience and exposure, the

decisions made by him or her could be better than collective decision
making.
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Autocratic Style

 The employees are totally dependent on their bosses and do

not have the liberty to take decisions on their own.

 It results in quick decision making and is effective when

employing low skilled workers

 Employees lack motivation in autocratic style of working

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Democratic Style

 In such a style of working, superiors welcome the feedback of the

subordinates

 Employees are invited on an open forum to discuss the pros and

cons of plans and ideas

 It ensures effective and healthy communication between the

management and the employees
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Democratic Style

 Successful when it comes to decision making on a

complex matter where a range of expert advice and
opinion is required

 May result in delayed decisions

 Mistakes or errors can be made if employees are not

skilled or experienced enough
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Laissez-faire Style

 The manager is a facilitator for the staff

 The employees take the responsibility of different areas of their

work. Whenever the employees face an obstacle, the manager
intervenes and removes it.

 The employee is more independent and owns his or her

responsibilities. The manager has only a little managerial tasks to
perform
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Laissez-faire Style

 When compared with other styles, a minimum communication

takes place in this management style between the employees
and the managers.

 This style of management is the best suited for companies such

as technology companies where there are highly professional
and creative employees.
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Management Styles

 Various management styles can be employed dependent on

the culture of the business, the nature of the task, the
experience and personalities of the workforce and the
personality and the skills of the leaders

 Managers should exercise a range of management styles and

should deploy them as appropriate
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MANAGEMENT
ROLES
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Management roles

 Management roles refer to specific categories of

managerial behavior

 Can be grouped together into three categories

I. Interpersonal roles
II. Informational roles
III. Decisional roles
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Interpersonal Roles

 Managerial roles that involve people and other duties

that are ceremonial, legal and social in nature
I. Figurehead
II. Leader
III. Liaison
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Role Description Example of identifiable

Activities

Figurehead Performs symbolic duties Signing legal documents

of legal, ceremonial and
social nature
Leader Motivates subordinates; Counseling of
responsible for staffing employees
training and associated Training of employees
duties

Liaison Maintains network of Performing activities that

outside contacts and involve outsiders
informers who provide
favors and information
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Informational roles

 Managerial roles that involve receiving, collecting and

disseminating information
I. Monitor
II. Disseminator
III. Spokesperson
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Role Description Example of identifiable
Activities

Monitor Seeks and receives wide Reading periodicals and

variety of internal and reports
external information to
develop thorough
understanding of organization
and environment

Disseminator Transmits information Sends memos

received from outsiders or
from subordinates to
members of the organization

Spokesperson Transmits information about Giving information to the

the organization to the media
outsiders
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Decisional roles

 Managerial roles that revolve around making choices

I. Entrepreneur
II. Disturbance handler
III. Resource allocator
IV. Negotiator
Role Description Example of identifiable50
Activities

Entrepreneur Searches organization and its Identify new ideas

environment for opportunities
and initiates “improvement
projects” to bring about
changes

Disturbance handler Takes corrective actions when Organizing strategy and

organization faces important review sessions that involve
unexpected difficulties disturbances and crisis

Resource allocator Distributes resources of all Schedule, budget, set

types including time, funding, priorities
equipment and human
resources

Negotiator Represents organization at Participating in contract

major negotiations negotiations
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REWARDS AND
CHALLENGES OF
BEING A MANAGER
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Rewards

 Create a work environment in which organizational

members can work to the best of their ability
 Have opportunity to think creatively and use imagination
 Help others find meaning and fulfillment in work
 Support, coach, nurture others
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Rewards

 Work with a variety of people

 Receive recognition and status in organization and
community
 Play a role in influencing organizational outcomes
 Receive appropriate compensation in the form
incentives and bonuses
 Good managers are always in demand
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Challenges

 Do extra hard work

 Have to deal with a variety of personalities
 Often have to make do with limited resources
 Motivate workers in chaotic and uncertain situations
 Successfully blend knowledge, skills, ambitions and
experiences of a diverse work group
 Success depends on others work performance
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DISCUSSION