UNIVERSITY OF MINDANAO

College of Engineering Education

Computer Engineering Program

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

CEE 108– ENGINEERING MANAGEMENT

COURSE/SUBJECT

ENGR. MARIANNE G. WATA

COURSE TEACHER

AUTHORS:

ENGR. KRISCA LYNGE C. DONAYRE

ENGR. ANGELIE UMBAY

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

REPRODUCTION AND DISTRIBUTION OUTSIDE OF ITS INTENDED
USE. THIS IS INTENDED ONLY FOR THE USE OF THE STUDENTS
WHO ARE OFFICIALLY ENROLLED IN THE COURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL.
 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

TABLE OF CONTENTS
PAGE
Cover Page ……………………………………………………………………………………………….. 1
Table of Contents………………………………………………………………………………………. 2
Course Outline…………………………………………………………………………………………... 3
Course Outline Policy………………………………………………………………………………… 3
Course Information…………………………………………………………………………………… 3

Topic/ Activity
Unit Learning Outcomes- Unit 1……………………………………………………………. 7
Big Picture in Focus: ULO-c…………………………………………………………………..…… 7
Metalanguage…………………………………………………………………………………. 7
Essential Knowledge………………………………………………………………………. 7
Self-Help………………………………………………………………………………………… 12
Let’s Check …………………………………………………………………………………… 12
Let’s Analyze…………………………………………………………………………………... 12
In a Nutshell…………………………………………………………………………………… 13
Q & A List ……………………………………………………………………………………..... 13

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Course Outline: CEE108 – Engineering Management
Course Coordinator:
Email:
Student Consultation:
Mobile:
Phone:
Effectivity Date:
Mode of Delivery:
Time Frame:
Student Workload:
Pre-requisite:
Credit:
Course Outline Policy
Areas of Concern
Contact and Non-Contact Hours
Assessment Task Submission
College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133
Engr. Marianne G. Wata
mwata@umindanao.edu.ph
Online (LMS) or e-mail
+639101482260
August 2021
Online Blended Delivery
54 hours
Expected Self-Directed Learning
UGE 1 (Reading Comprehension)
3.0 units
Details
This 3-unit course self-instructional manual is intended for
blended learning mode of instructional delivery with
scheduled face-to-face or virtual sessions. The expected
number of hours will be 54, including the face-to-face or
virtual sessions which will be arranged by the course
coordinator. The face-to-face sessions shall include the
summative assessment tasks or examinations since this
course is vital in the licensure examination for engineers.
The first assessment task (examination) shall be given on
the 3rd week subsequent to the first day of class. The
remaining assessment tasks shall be handed every after
two (2) weeks of each examination schedule. The
assessment paper shall be attached with a cover page
indicating the name of the course coordinator, date of
submission, and name of the student. The document should
be submitted on the same day through e-mail or Blackboard
LMS. It is also expected that you have already paid your
tuition and other fees before the submission of the
assessment task.
Since this course is included in the licensure examination
for engineers, you will be required to take the Multiple-
Choice Question exam inside the University as your final
exam. This should be scheduled ahead of time by your
course coordinator. This is non-negotiable for all licensure-
based programs.
3

Penalties for Late
Assignments/Assessments
Return of Assignments/
Assessments
Assignment Resubmission
Re-marking of Assessment Papers
and Appeal
Grading System
College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133
The score for an assessment item submitted after the
designated time on the due date, without an approved
extension of time, will be reduced by 5% of the possible
maximum score for that assessment item for each day or
part day that the assessment item is late.
Assessment tasks will be returned to you two (2) weeks
after the submission with a mark and feedback. This will be
returned by email or via Blackboard portal.
For group assessment tasks, the course coordinator will
require some or few of the students for online or virtual
sessions to ask clarificatory questions to validate the
originality of the assessment task submitted and to ensure
that all the group members are involved.
You should request in writing addressed to the course
coordinator your intention to resubmit an assessment task.
The resubmission is premised on the student’s failure to
comply reasonable circumstances e.g. illness, accidents
financial constraints.
You should request in writing addressed to the program
coordinator your intention to appeal or contest the score
given to an assessment task. The letter should explicitly
explain the reasons/points to contest the grade. The
program coordinator shall communicate with the students
on the approval and disapproval of the request.
If disapproved by the course coordinator, you can elevate
your case to the program head or the dean with the original
letter of request. The final decision will come from the dean
of the college.
Assessment methods Weights
EXAMINATIONS 60%
A. Exam 1 10%
B. Exam 2 10%
C. Exam 3 10%
D. Exam 4 30%
CLASS PARTICIPATIONS 40%
E. Assignments/Seatwork 10%
F. Quizzes/Design 15%
G. Oral recitation/Oral 15%
Presentation/Group
Presentation
TOTAL 100%
Submission of the final grades shall follow the usual
University system and procedures.
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Student Communication
Contact Details of the Dean
Contact Details of the Program Head
Students with Special Needs
Help Desk Contact
Library Contact
College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133
You are required to have your own umindanao email
account which is a requirement to access the
BlackBoard portal. Then, the course coordinator shall
enroll the students to have access to the materials and
resources of the course. All communication formats: chat,
submission of assessment tasks, requests etc. shall be
through the portal and other university recognized
platforms.
You can also meet the course coordinator virtually
through the scheduled face-to-face sessions to raise
your issues and concerns.
For students who have not created their student email,
please contact the course coordinator or program head.
Dr. Charlito L. Cañesares, PME
Email: clcanesares@umindanao.edu.ph
Phone: (082) 296-1084 local 133
Engr. Randy E. Angelia, MEP-ECE, MSCpE
Email: randy_angelia@umindanao.edu.ph
Phone: (082) 296-1084 local 133
Students with special needs shall communicate with the
course coordinator about the nature of his/her special
needs. Depending on the nature of the need, the course
coordinator with the approval of the program head may
provide alternative assessment tasks or extension of the
deadline of submission of assessment tasks. However, the
alternative assessment tasks should still be in the service
of achieving the desired course learning outcomes.
CEE Blackboard Administrator:
Engr. Jetron A. Adtoon, MSCpE
Email: jadtoon@umindanao.edu.ph
Phone: +63 9055 267834
CEE:
Frida Santa O. Dagatan
Email: cee@umindanao.edu.ph
Phone: +63 9055 267834
GSTC:
Ronadora E. Deala, RPsy, RPm, RGC, LPT
Email: ronadora_deala@umindanao.edu.ph
Phone: +63 921 2122846
Silvino P. Josol
Email: gstcmain@umindanao.edu.ph
Phone: +63 906 0757721
Brigida E. Bacani
Email: library@umindanao.edu.ph
Phone: +63 951 3766681
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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

Course Information – see/download course syllabus in the Black Board LMS

CC’s Voice: Hello students! I hope you are having a good day. Welcome to this course
CEE108 - Engineering Management! This subject will be focusing on how you will build-
up yourself in managerial workloads for the chosen industry. By this time, I am positive
that you really wanted to pursue your career in the field of engineering and that you have
envisioned yourself inventing, designing, analyzing, building, and testing machines,
complex systems, structures, gadgets and materials for the benefit of humankind. After
this course you will be expected to show the following outcomes:

CO CO1. Identify and discuss the fundamentals of engineering management.

CO2. Describe the elements involved in solving an engineering

management problem by the means of engineering management
theories.

Let us begin!

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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

Big Picture

Week 1-3: Unit Learning Outcomes (ULO): At the end of the unit, you are expected to

a. be acquainted with the definition of engineering management and the

terms used in this course
b. understand the evolution of management through its principles
c. know the skills needed to become a good manager and what is the roles
of a manager
d. learned about decision making and what is an internal organization and its
different types

Big Picture in Focus: ULOc. Know the skills, you need to become a good
manager and what are the roles of a manager.

Metalanguage
For you to demonstrate ULOc, you will need to have an operational understanding
of the following terms below. Please note that you will also be required to refer to the
previous definitions found in ULOa section and you should be equipped with the concept
about management principles that were also discussed in ULOb. These are the terms that
you will come across as we go through curriculum review.

1. Managerial Ability. Managerial ability refers to the capacity of an engineer

manager to achieve organizational objectives effectively and efficiently.
2. Work Ethic. Work ethic is the principle that hard work is intrinsically virtuous or
worthy of reward.
3. Goal Setting. Goal setting is the process of identifying something that you want
to accomplish and establishing measurable goals and timeframes.
4. Dependability. Dependability refers to the quality of being trustworthy and
reliable.

Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the first three (3)
weeks of the course, you need to fully understand the following essential knowledge that
will be laid down in the succeeding pages. Please note that you are not limited to exclusively
refer to these resources. Thus, you are expected to utilize other books, research articles,
and other resources that are available in the university’s library e.g. library,
search.proquest.com, etc.
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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

Engineering Manager’s Role

Engineering exists to create realistic

solutions to the problems of the community, and
what each engineering team needs is an
engineering manager who can commendably guide
the team to their full efficiency and profitability. This
is why the finest engineering managers are usually
the ones who have previously served as engineers
before pursuing management education.
Engineering managers assist with a range of skills
but also have an engineering background.

When an engineer is designated to oversee a specific task, he/she is already

engaged in the first phase of engineering management. The main responsibility of an
engineer is to lead the group into consistently producing a certain outcome with the given
required specification.

The top position an engineer manager may hope to occupy is the general
managership or presidency of any firm, small or large. As he scales the management ladder,
he finds that the higher he goes up, the less technical activities he performs, and the more
management tasks he accepts.

Requirements for the Engineer Manager’s Job

Depending on the type of products or services of a firm produces, the engineer
manager must have the following qualifications:

1. A bachelor’s degree in engineering from a reputable school; In some cases, a

master’s degree in engineering or business management is required;
2. A few years experience in a pure engineering job;
3. Training in supervision;
4. Special training in engineering management

These qualifications will be a great help to the engineer manager in the performance
of the various management functions.

Differences between a project manager and engineering manager

A career in engineering is attractive in the 21st century because of the strong demand
for engineers and the high pay that they receive. There is a growing need for engineers in
both technical and non-technical industries, so jobs are in high demand. Often required were
experienced managers within the engineering sector. In an industry two manager roles are
common are Engineering Manager and Project Manager. While both positions require
management skills, there are several variations between the positions. According to Jitesh,
these are the differences between the project manager and the engineering manager.

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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

Category Project Manager Engineering Manager

Management They typically hold the
responsibility for managing
a group of workers who
work for him.
Time They usually work for a
specific project.
Human Resource They typically do not have
Representative this employee
responsibility.
Tools They generally more
focused on schedules and
project management tools
and they are focus on the
timing assigning
responsibility, tracking, and
scheduling.
Table 1. Project Manager VS Engineering Manager
They are responsible for
gathering terms of people
to finish a task, but team
member-only work for him
until the project is done.
They are usually
permanent.
They are responsible for
the relevant human
resources and development
aspects. And they
responsible for training and
career development for his
employees.
They are responsible to
meet the deadlines and
provide specific tools for
the successes of their
projects.

How to become a successful engineer manager?

Successful engineer managers do not happen as a matter of chance, although luck
is a contributory factor. The engineer manager needs to know the various factors leading to
successful management.

According to Robert Kreitner, there are at least three general preconditions for
achieving lasting success as a manager.

1. Ability
Managerial ability refers to the capacity of an engineer manager to achieve
organizational objectives effectively and efficiently.

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.”

For example:
If a civil engineer was asked by his superiors to finish a 100-kilometer road
cementing project within eight months, he said to be effective if he finished the job
within the required period. On the other hand, his efficiency is measured by the inputs
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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

(labor and materials) he poured into the project about the actual output. If the same
output is made with fewer inputs, the more efficient the civil engineer becomes.

2. Motivation to manage
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.

John B. Miner developed a psychometric instrument to measure objectively an

individual’s motivation to manage. The test is anchored to the following dimensions.

1. Desire to assert oneself and take charge

2. Desire to engage in games or sports competition with peers
3. Favorable attitude toward those in positions of authority, such as superior
4. Desire to engage in occupational or work-related competition with peers
5. Desire to exercise power and authority over others
6. Sense of responsibility in carrying out the routine duties associated with
managerial work
7. Desire to behave in a distinctive way, which includes standing out from the
crowd

3. Opportunity

Successful managers become possible only if they have the ability and motivation
to manage. The opportunity for successful management has two requirements:

1. Finding a supportive climate once on the job

2. Obtaining a suitable managerial job

Engineering managers must have the soft skills to be efficient and effective.
For a manager, technically adeptness has never been enough. You also have to
excel in soft skills. Soft skills are the attributes of personality, attitudes, habits, and actions
that you display while interacting with others.

These are the following trait that engineering managers possess:

1. Dependability
2. Work Ethic
3. Communication Skill
4. Community and Teamwork
5. Time Management Skills
6. Goal Setting
7. Mental Ability
8. Takes Direction Well
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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

Strategies for Successful Engineering Management

For a manager, technically adeptness has never been enough. You also have to
excel in soft skills. Soft skills are the attributes of personality, attitudes, habits, and actions
that you display while interacting with others. According to Jitesh, there are five strategies
for successful engineering management. These are the following:

• Manage Resources Well

The engineering manager should make the most of the strengths already in
place. The most experienced engineer should be appointed as project leader if their
strength is leadership, they should offer management role such as scheduling, project
planning, etc. If an engineering department is responsible for more than a few large
projects, project managers may handle projects with maximum commitment, rather
than requiring an engineering manager to be responsible for handling all the projects.

Sometimes the situation occurs when the right qualified people are
unavailable, or budget does not require the engineering manager to employ full time.
A professional consultant with skills that complement the strength of the engineering
manager. The right consultant may also serve as a coach and trainer. Not only does
a successful coach help managers and employees build skills, but he will also provide
advice to alleviate tension and boost overall work satisfaction.

• Cultivate Professionalism and Trust

Far too often, though, highly paid professionals feel challenged about their
professionalism — that they are not respected. Corporate management never
understands this assumption even exits. Teamwork specialist Patrick Lencioni
stresses the value of trust, since lack of confidence, he says, creates a basic
"dysfunction" that hinders most teams. The key to building trust, Lencioni says, is
building relationships among associates. Both managers and engineering managers
should practice MBWA (managing by wandering around).

• Soft Skill Investment

Technical professionals need a combination of technical knowledge, business
competencies, and interpersonal competences. Technical skills are usually least
important for the ultimate engineering managers, and their professional development
should be focused on skills that will help a manager grow as a key business leader.
Some engineering managers tend not to go too far down the road of leadership and
continue to put greater focus on their technical skills — after all, those skills are
actually what made them notice first, and they are confident with their technical skills.
Technically skilled engineering managers, who are not willing to expand their
expertise into leadership, may not be the best fit for management roles in
engineering.

• Established Realistic Expectations

In the industry, there is an issue where forecasts from the experts doing the
research that some of the leaders do not comply with determined schedules.

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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

Essentially, it's a trust problem — the practical predictions of experts are being
challenged by impatient executives who want things done faster. Engineering
managers are often to be found between a rock (usually a boulder) and a hard spot.
Executives should be assured that the projections are accurate unless there are clear
reasons for not doing so, and when projections do not comply with business needs,
but the effort into practical project plans. When business leaders refuse to believe in
the forecasts of their experts and set ambitious targets, workers lose confidence in
their leadership.

• Provide Benefits Other Than Pay

In today’s global market, engineering skills are often viewed as a commodity.
In addition to paying engineering managers well, rewards are necessary so that
managers are enthusiastic enough to perform up to their full potential. Recognition

is valuable when results are expressed in terms of bottom-line contributions. It is easy

to figure out what benefits engineering managers appreciate- just ask them. Some of
the most important perks that will boost their enthusiasm are easy to fulfill and
inexpensive. Engineering managers express more concern for the well-being of the
staff than additional benefits for themselves.

Self-Help: You can also refer to the sources below to help you further understand
the lesson.

* Jitesh, Sahil (2016). Management Skills in Ultimate Engineering Manager. City University
London
* Medina, R. Engineering Management. Rex Bookstore. 1st edition. Vol.1. pp.2-11

Let’s Check!
Activity 1. Make a PowerPoint presentation about the discussion above. You need to
emphasize the qualities of a good manager.

Let’s Analyze!
Activity 1. Answer the following questions.

1. What are the qualities of a good engineer manager?

2. Different an engineer manager from a project manager.

3. What do you think the common way you see people fail as a manager?

4. If you will be the engineer manager, how will you handle your mistake in the
workplace?
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 College of Engineering Education
2nd Floor, B&E Building
Matina Campus, Davao City
Telefax: (082) 296-1084
Phone No.: (082)300-5456/300-0647 Local 133

In a Nutshell
Since there is an urgent need for better management, what will you do to become a
better manager, and what are the things that you will be implementing for the expansion of
your chosen firm?

Q&A List
If you have any questions regarding the discussions above, kindly write down on the
table provided.

Questions/Issues Answer
1.
2.
3.
4.
5.

Keywords Index

This section lists down the keywords that help students for recall. Keywords are similar to
Metalanguage but without the definitions and descriptions. This section includes concepts
(a word or phrase), ideas, theories, names of people, and other vital terms to remember.
Technically speaking, all those included in the Metalanguage should be part of the
Keywords. However, Keywords can also include other important concepts or ideas not
stipulated in the Metalanguage. This section also helps in the review.

Engineering Manager’s Role Ability

Motivation to Manage Opportunity

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