HISTORICAL PERSPECTIVE MANAGEMENT

EMOTIONAL INTELLIGENCE
- Emotional awareness (knows strength and weaknesses)
- Managing emotions (can control emotions)
- Self-motivation
- Relating well
- Emotional Mentoring

CLASSICAL MANAGEMENT APPROACHES

1. SCIENTIFIC MANAGEMENT
2. ADMINISTARTIVE PRINCIPLES
3. BUREAUCRATIC ORGANIZATION

1. SCIENTIFIC MANAGEMENT
- Frederick Taylor
“The principal objective of management should be to secure maximum
prosperity for the employer coupled with the maximum prosperity for
the employee.”
FOUR GUIDING PRINCIPLES OF SCIENTIFIC MANAGEMENT

A. Develop for every job a SCIENCE that includes rules of the motion,
standardized work implements and proper working conditions.
B. Carefully select workers with the right abilities for the job.
C. Carefully train workers to do the right job and give them the
proper incentives.
 D. Support workers by carefully planning their work and by
smoothing the way as they go about their jobs.

2. ADMINISTRATIVE PRINCIPLE
- Henry Fayol’s view on proper management of organizations
*FORESIGHT
* ORGANIZATION
* COMMAND
* COORDINATION
* CONTROL
* (from PLANNING, ORGANIZING, LEADING AND CONTROLLING)
PRINCIPLES OF FAYOL
- Management can be taught
- Scalar-Chain Principle (clear and unbroken line -communication-
of organization from top to bottom)
- Unity of Command (All commands from top to bottom)
- Unity of Direction (Communication is done by level--bottom to
middle, middle to top--)
-
3. BUREAUCRATIC ORGANIZATION
- Max Weber
Bureaucracy – a rational and efficient form of organization founded on
logic, order and legitimate authority.
CHARACTERISTICS OF BUREAUCRATIC ORGANIZATION
- Clear Division of Labor
- Clear Hierarchy of Authority
- Formal Rules and Procedures
 - Impersonality (No to relatives)
- Careers Based on Merit
“Negative implication of B.O. :
1. RED TAPE (excessive paperwork)
2. Slow Response”
BEHAVIORAL MANAGEMENT APPROACHES
(Hard Science, Hard Rules; According to Social Acceptance)
1. FOLLET’S ORGANIZATION AS COMMUNITIES
2. HAWTHORNE STUDIES
3. MASLOW’S THEORY OF HUMAN NEEDS
4. MACGREGOR’S THEORY X AND TEORY Y
5. ARGYRIS’ THEORY OF ADULT PERSONALITY

1. FOLLET’S ORGANIZATION AS COMMUNITIES

- Mary Parker Follet
“Managers and workers should labor in harmony, without one
party dominating the other and with the freedom to talk over and
truly reconcile conflicts and differences.”
2. HAWTHORNE STUDIES
- Researchers in 1924 by the Western Electric Company
* Better Lighting – improvement in performance?
* ELTON MAYO’S research on the effect on the workers fatigue on
out put
* Research about the same work conditions/wagers could be a
source of satisfaction/dissatisfaction to each individual.
They concluded that:
 “The performance of the workers is not based on the physical
condition of the workers, rather their performance increased
because they have positive relationship with one another. ”

3. MASLOW’STHEORY ON HUMAN NEEDS

A. Physiological – biological needs (food, water, shelter, health)
B. Safety – need for security, protection and stability (permanent
job)
C. Social – Need for love and affection, sense of belongingness in
one’s relationships with other people
D. Esteem – Need for esteem in the eyes of others; respect,
prestige, recognition, self-esteem, personal sense of
competence, mastery.
E. Self-Actualization – Self-fulfilment; to grow and use abilities to
the fullest and most creative extent.
4. MC GREGOR’S THEORY X AND THEORY Y
Theory X – managers who believes that people dislike work, lack
ambition, irresponsible, resistant to change and prefer to be led than
lead.
Theory Y – managers who believes that people are willing to work,
capable of self-control, accepts responsibility, imaginative and creative,
and have self-direction.

5. ARGYRIS’ THEORY OF ADULY PERSONALITY

- Contrasts with the traditional and hierarchal organizations with
the needs and capabilities of mature adults.
 MODERN MANAGEMENT FOUNDATIONS
(CLASSICAL AND BEHAVIORAL)
- Mathematical Techniques
- Operations management and total quality management
 Organizations as a system (Open System)
- Contingency Thinking
 No “ONE BEST WAY”
- High-Performance Organizations
- Learning Organizations
Engineering Management
Prof. Enalyn Domingo
ECE-4A
Management: Origins
Engineering and Project Management Introduction
to Management
Source: Dr. Lofti K. Gaafar, The American University
in Cairo
Course Outline
-Principles of Engineering Management
-The Importance of Management to Engineers
-Applications of these Principles in What is Engineering?
Engineering Organizations -The profession in which a knowledge of the
Management mathematical and natural sciences gained by study,
-Is getting work done through others. experience, and practice is applied with judgement to
-Requires a set of activities (Including planning and develop ways to utilize, economically, the materials and
decision making, organizing, leading, and controlling) forces of nature for the benefit of mankind. (ABET)
directed at an organization’s resources (human, Engineer: A person applying his/her mathematical and
financial, physical, and information), with the aim of science knowledge properly to solve practical problems.
achieving organizational goals in an effective and
efficient and efficient manner. What is Engineering Management?
-An organization is a group of people working together -Engineering management is a process of leading and
in a structured and coordinated fashion to achieve a set controlling a technical function/enterprise.
of goals. -Engineering management is similar to other definitions
of management, but with a slant toward technical issues.
Management in Organizations
Management Levels and Areas

Managers – Someone whose primary responsibility is to

carry out the management.
Effective – Making the right decisions and successfully
implementing them.
Efficient – Using resources wisely in a cost-effective
way.
Management Levels and Type of Job
Management Functions
First-line Managers
Directly supervise non-managers.
Carry out the plans and objectives of higher
management using the personnel and other resources
assigned to them.
Short-range operating plans governing what will be
done tomorrow or next week, assign tasks to their
workers, supervise the work that is done, and evaluate
the performance of individual workers.
Engineering Management
Prof. Enalyn Domingo
ECE-4A
Middle Management
Manage through other managers.
Make plans of intermediate range to achieve the long-
range goals set by top management, establish
departmental policies, and evaluate the performance of
subordinate work units and their managers.
Provide and integrating and coordinating function so
that the short-range decisions and activities of first-line
supervisory groups can be orchestrated toward
achievement of the long-range goals of the enterprise.
Top Management
Responsible for defining the character, mission, and
objectives of enterprise.
Establish criteria for and review long-range plans.
Evaluate the performance of major departments, and
they evaluate leading management personnel to gauge
their readiness for promotion to key executive positions.
Basic Managerial Skills
HISTORICAL ASSESSMENT ON
MANAGEMENT
Discussion of Assessment 2:
Emotional intelligence
-we need emotional intelligence when we work as a
team.
-Independent (hindi nahihiya)
Intelligence Quotient (IQ)-It is the level of logical
thinking when we can analyze problems and solutions)
1. Self-awareness (Strength, weaknesses)
2. Managing emotions (can control their emotions, less
affected)
3. Relating well (Self-motivated/may kusa) can relate
well to people.
4. Emotional mentoring (you can advise your friend to
confined their emotional health)
Classical Management Approaches
-We have different management approaches which
means it is a style of management.
1. Scientific Management
“The principal objective of management should be to
secure maximum prosperity for employer coupled with
the maximum prosperity for the employee”
- Frederick W. Taylor (Father of Science Management)

Ibig sabihin ay maroong pantay na pagtatamasa sa

pagitan ng employee at employer.

Basic Managerial Roles

Working Today
-Intellectual capital
-Globalization
-Technology
-Diversity
-Ethics
- Careers
Engineering Management
Prof. Enalyn Domingo
ECE-4A