ALJAMIER S.

ABAS
CE 93 - PRINCIPLES OF ENGINEERING MANAGEMENT

1. THE FIELD OF ENGINEERING MANAGEMENT

Engineering management is the fusion of business and engineering principles.

By having knowledge of economics and management they can forecast or can predict
the utility, advantages, disadvantages of the product. also get to know the scope of the
product and its contribution in growth. Specialized form of management that is
concerned with the application of engineering principles to business practice. Career
that brings together the technological problem-solving savvy of engineering and the
organizational, administrative, and planning abilities of management in order to
oversee complex enterprises from conception to completion.
Example areas of engineering management area are: Product development,
Manufacturing, Construction, Design engineering, Industrial engineering,
Technology, Production. Successful engineering managers typically require training
and experience in business and engineering to: Operating effectiveness and efficiency
is Problem solving and operations improvement Managers within the field of
engineering are trained to understand Human resource management, finances,
industrial psychology, quality control, operations research and environmental
management.

THE FUNCTIONS OF THE ENGINEER

Even as engineers are currently producing solutions to many of the difficulties

faced by mankind,much is still expected of them. Their outputs, new or improvements
of old ones are very much needed in the following specific problem concerns:

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; and
8. meeting the increasing demand for communication facilities.

Specifically, the functions of engineering encompass 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 items. Design for manufacturability and value
engineering teams 
 (a feature of some companies) are charged with improvement of designs and
specifications at the research, development, design, and production stages of product
development. 3. Testing – where the engineer works in a unit
where new products or parts are tested for work ability.
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 (civil engineer usually) is
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 tasks 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. Some of them become deans, vice presidents, and
presidents. 
10. Management – where the engineer is assigned to mange groups of people
performing specific tasks.

THE ENGINEER IN VARIOUS TYPES OF ORGANIZATION

From the viewpoint of the engineer, organizations may be classified according to the
degree of engineering jobs performed:
1. Level One – those with minimal engineering jobs like retailing firms.
2. Level Two – those with a moderate degree of engineering jobs like transportation
companies
3. Level Three – those with a high degree of engineering jobs like construction firms.

2. DECISION MAKING IN MANAGEMENT

Judgment of the process, by which one can choose between a number of
alternative courses of action for the purpose of achieving goals. Managerial decision
making is synonymous with the whole process of management.

TYPES OF DECISION MAKING

1. Programmed and non-programmed decision
2. Major and minor decision
3. Routine and strategic decision
4. Organizational and personal decision
5. Individual and group decision
6. Policy and Operational decision
7. Long-term, departmental, and non-economical decision.

3. PLANNING AND ORGANIZING TECHNICAL ACTIVITIES

If managing an organization is to be pursued vigorously, planning will
constitute the most important activity. Managers who plan are afforded with the
opportunity to carefully analyze situations which directly contribute to effective
decision making.

PLANNING - a systematic way of achieving results done by different management

levels.

3 Management Levels:
1. TOP - strategic planning
2. MIDDLE - intermediate planning
3. LOWER - operational planning

ORGANIZING TECHNICAL ACITVITIES:

ORGANIZING - refers to the structuring of resources and activities to accomplish

objectives.

Organization Classifications:
1. FUNCTIONAL - everyone is engaged
2. PRODUCT OR MARKET - by division
3. MATRIX - individual report

Authority delegated in an Organization:

1. LINE AUTHORITY - Managers right

2. STAFF AUTHORITY - Staff specialist right
3. FUNCTIONAL AUTHORITY - specialist right

Committee Classification:
AD-HOC - created for short term purpose and have limited life
STANDING - a permanent committee that deals with issues on an ongoing basis.

4. STAFFING THE ENGINEERING ORGANIZATION

STAFFING - It refers to the management function that determines human resource

needs, for jobs created by the organization.

Staffing Procedures:

1. Human Resource Planning

There are three ways:
A. Forecasting
-future human resource needs in relation to current capabilities of the
organization.

Methods of Forecasting:
-Time Series Method
-Explanatory and Causal Models
-Monitoring Method

B. Programming
-translating the forecasted human resource needs to personnel objective
and goals.

C. Evaluation and Control

-refers to monitoring human resource action plans and evaluating their
success.
2. Recruitment
Sources of Applicants:
-Organization Current Employee
-Newspaper ads
-Schools
-Referrals of Employee
-Recruitment Firms
-Competitors

3. Selection
Ways of Determining the Quality of a Job Candidate:
-Application Blank
-References
-Interview
-Testing

Types of Testing:
A. Physical Examination
B. Psychological Tests
-Aptitude Test
-Performance Test
-Personality Test
-Interest Test

4. Induction and Orientation

5. Training and Development

Types of Training
A. Training programs for non-managerial position
-On-the-Job Training
-Vestibule School
-Apprenticeship Program
-Special Courses

B. Training and Educational Program for Managerial position

-In-Basket
-Management Games
-Case Studies

C. Interpersonal Competence of the manager can be developed through:

-Role-Playing
-Behavior Model
-Sensitivity Training
-Transactional Analysis

6. Performance Appraisal
Ways of Appraising Performance:
A. Rating Scale Method
 B. Essay Method
C. Management by objectives method
D. Assessment Center Method
E. Checklist Method
F. Work Standard Method
G. Rating Method
H. Critical-Incident Method

7. Employment Decision
Classified as:
-Monetary Reward
-Promotion
-Transfer
-Demotion

8. SEPARATION
Classified as:

-Monetary Reward
-Promotion
-Transfer
-Demotion

5. LEADERSHIP AND MANAGEMENT

TOP LEADERSHIP SKILLS

Effective leaders help guide their company in the right direction—they know how to
share goals and inspire people towards the bigger picture. Leaders don’t just dream of
where they want to go, they also motivate team members on the way there. If you
think of a company as a ship, leaders are the ones who decide where to go—the
people who have their eye on the horizon.

Key leadership qualities include:

Motivation. Strong leaders motivate their team to achieve the impossible.

They share their energy and enthusiasm with the group in order to achieve more than
they would have otherwise been able to by themselves.

Creativity. Good leaders think outside the box and challenge the status quo.
Critically, leaders don’t just focus on their own creativity—they also support and
nurture creativity in their team members.
 Mentoring. A key tenet of leadership is helping your team grow to their full
potential. You can do this by coaching and guiding your team members—instead of
prescribing or assigning work.

Problem-solving. Problem-solving is an important skill at every level of the

decision-making process. As a leader, you can help solve problems at the strategic
and conceptual level—for example, highlighting key organizational goals and using
problem-solving strategies to identify anything that might stand in the way of your
team’s goals.

Risk taking. Part of holding a leadership role is knowing when to take risks—

and when to support your team members to take risks, too. The best leaders challenge
the status quo in order to drive positive change in their organization.

TOP MANAGEMENT QUALITIES

Not every manager is a leader—and that’s ok. Good managers provide clarity
and direction to their team members. They are the backbone of the team, and function
as the support system for teamwork and collaboration. In the ship analogy, if leaders
are the people with their eyes on the horizon, managers are the ones reading the map.
As a manager, you are the one plotting the course and showing your team members
how you’re going to get there.

Key management skills include:

Feedback. Great managers are dedicated to helping team members develop

their skill set, and a key way to do that is through clear, constructive feedback. When
you provide clear, relevant feedback, you can help team members identify growth
opportunities. Then, through additional feedback sessions and coaching, you can
guide your team members as they turn those opportunities into strengths.

Professional development. In addition to helping team members get their best

work done, great managers also support the professional and career development of
each of their team members. This might mean helping team members identify where
they want to be in five years or giving them advice on how to develop certain skill
sets.
 Delegation. Good managers don’t always do the work themselves—rather,
they delegate work to the best person for the job. Being a manager isn’t so much
about saying, “I can do that” but saying, “I know the best person for the job.”

Organization and planning. Being a good manager means developing project

management skills like organization and planning. These skills can help you give your
team clear insight into upcoming work, and support them if they need to readjust
priorities or rethink deadlines.

Problem-solving. Like leaders, managers should also be good at problem-

solving. But managing people means problem-solving on a slightly different level
than leaders. Usually, managers use problem-solving to help unblock tasks so team
members can get their best work done. This might mean helping team members
identify a dependency that’s getting in the way of their work, or rethinking quarterly
priorities if a project timeline got moved around.

Team building. Good managers recognize the value in a team, not just an

individual. Part of the job description is creating team building opportunities.
Whenever you can, set up situations for connection and encourage team members to
get to know one another. When team members know one another, they will be more
comfortable collaborating and working together.