Definition of terms:

Engineering

The profession in which a knowledge of the mathematical and natural science gained by study,
experience, and practice is applied with judgment to develop ways to utilize, economically, the materials
and forces of nature for the benefit of mankind (1979, US Engieering Societies).

Engineer

A person applying his mathematical knowledge properly for mankind

Engineering

A discipline not an art.

Management

A set of activities (including planning and decision making, organizing, leading and control) directed at
an organization’s resources (human, financial, physical and informational) with the aim of achieving
organizational goals in an efficient and effective manner.

Engineering Management

 Direct supervision of engineers and/or the engineering function

 Application of quantitative methods and engineering techniques to the practice of management
 What managers do?
1. Management of technical functions
2. Management of (other) functions in a high-technology enterprise

What is engineering management?

Narrow Definition: Directing supervision of engineers or of engineering functions

Proper definition of engineering manager:

Engineer possessing both abilities to apply engineering principles and skills in organizing and directing
people and projects.

Functions of engineering:

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
workability.
4. Manufacturing – where the engineer is directly in charge of production personnel or assumes
responsibility of 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 manage groups of people performing specific
tasks.

The Functions of the Engineer:

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.

The Engineer in Various Types of Organization

Form 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.

Managers need FOUR types of skills:

1. Technical: specific subject-related skills such as engineering, accounting, etc….

i. Knowledge of and proficiency in activities involving methods, processes, and
procedures.
ii. Involves working with tools and specific techniques
 iii. For example, mechanisms work with tools, and their supervisors should have the ability
to teach them how to use these tools.
2. Interpersonal: Skills related to dealing with others and leading, motivating, or controlling them.
i. Ability to work with people;
ii. It is cooperative effort;
iii. It is teamwork;
iv. It is the creation of an environment in which people feel secure and free to express their
opinions.
3. Conceptual: Ability to discern the critical factors that will determine as organization’s success or
failure. Ability to see the forest in spite of the trees.
i. Ability to see the “big picture”, to recognize significant elements in a situation.
ii. Understand the relationships among the elements
4. Design Skill: Ability to solve problems in ways that will benefit the Enterprise.
i. Ability to solve problems in ways that will benefit the enterprise.
ii. To be effective, particularly at upper organizational levels, managers must be able to do
more than see a problem.
iii. They must have the skill of a good design engineer in working out practical solution to a
problem.
iv. If managers merely see the problem and become “problem watchers”, they will fail.
v. Managers must also have that valuable skill of being able to design a workable solution
to the problem in the light of the realities they face.

HOW ONE MAY BECOME A SUCCESSFUL ENGINEER MANAGEMENT

1. Ability;
a. Managerial ability refers to the capacity of an engineer manager to achieve
organizational objectives effectively and efficiently.
b. Effectiveness, according to Higgins, refers to a description of “whether objectives are
accomplished”, while efficiency is a description of the relative amount of resources used
in obtaining effectiveness.
2. Motivation to manage; and
Many people have the desire to work and finish specific tasks assigned by superiors, but
not many are motivated to manage other people so that they may contribute to the
realization of the organization’s objectives.
3. Opportunity
Successful managers become possible only if those having the ability and motivation are
given the opportunity to manage. The opportunity for successful management has two
requirements namely obtaining a suitable managerial job, and finding a supportive
climate once on the job.

1. What is engineering? What is the role of geodetic engineering?

 The profession in which a knowledge of the mathematical and natural science gained by study,
experience, and practice is applied with judgment to develop ways to utilize, economically, the
materials and forces of nature for the benefit of mankind (1979, US Engieering Societies).

professional and organized act of gathering physical data on the surface of the earth with the
use of precision instruments. It is also the scientific and methodical processing of these data and
presenting them on graphs, plans, maps, charts or documents.

2. What is management? How important is management to geodetic engineering profession?

A set of activities (including planning and decision making, organizing, leading and control)
directed at an organization’s resources (human, financial, physical and informational) with the
aim of achieving organizational goals in an efficient and effective manner.

3. What is engineering management? What are the technical functions of geodetic engineering for
engineering management?
4. What are the functions of engineering? Relate this function to the geodetic engineering
profession.
5. What are the engineers in various types of organizations? Relate this to geodetic engineering
profession.
6. What are the four skills of a manager? What should a geodetic engineer do to gain these skills?
7. How do engineers become successful managers?