Name: Airra Joyce A.

Dela Cruz Date: August 14, 2022

Subject: Engineering Management (ES 11) Yr. & Sec: 3CE-A

1. In a most creative way (manual or computer generated), make a narrative of your journey as a
college student and how you have managed to reach up to this stage in Civil Engineering
Course. You may include photos or images. (Minimum of 150 words)

However, as a result of the pandemic, I have grown

At the beginning of my first year in college,
anxious and stressed. It was my first time going through
I'm happy that I only have five years until
such a situation, and because I'm not used to using
graduation to help my parents financially.
gadgets, I felt like I couldn't keep up with class and became
more stressed.

And now, in the last two years of college, I've

In my second year, I grew accustomed to online lessons
learned so much, such as how to be flexible at all
and became busy with all of my academic tasks. The
times and how to manage myself. I've already
courses are difficult, but with determination and a
pledged to remain focused on my studies and never
willingness to learn, everything will be done accordingly,
disrespect people, whether they're students or
and because I don't know my classmates in real life or
professors, because everyone may have an effect
personally, I work extremely hard on my own studies.
on your life.
 2. Explain the mission and vision of our university in relation to you being a future manager or
leader. (min. 200 words)

A vision is defined as a clear, distinctive, and specific view of the future and is usually connected
with strategic organizational advancements. The vision of the University of Rizal System, or URS, is that
the graduates from this university are envisioned to be the best in human resource development,
knowledge and technology generation, and environmental stewardship, and to be future leaders.

A vision is a goal toward which a leader can direct his or her energy and resources. It provides an
objective for a leader. To be a true leader, one must be able to see the present as it is and imagine a
future that emerges from it. The consistent existence of a vision propels a leader forward in the face of
adversity and challenges. As we progress through our education, we gain a better understanding of the
responsibilities we will face in the future. As a future leader, I also realize the importance of our school's
vision by making it a goal that I must achieve to be successful.

The URS mission serves as a guide for all students. While the vision is considered a goal, the mission
serves as a guide to achieve that goal. As stated in the URS mission, the organization's goal is to guide
and develop competent graduates who will go on to become future leaders by providing them with
higher education, research, and other opportunities.

The URS objective and vision may center on the school's reputation, but for students like myself, it
has become our standard for how we must conduct ourselves during college and how we must see the
future.

3. Research on the following:

a. The Doctrine of Completed Staff Work

Completed staff work is the study of a problem, and presentation of a solution, by a staff
member, in such form that all that remains to be done on the part of the boss is to indicate approval or
disapproval of the completed action. The words "completed action" are emphasized because the more
difficult the problem is, the more the tendency is to present the problem to the boss in a piecemeal
fashion.

It is your duty as a staff member to work out the details. You should not consult your boss in the
determination of those details, no matter how perplexing they may be. You may and should consult
other staff members. The product, whether it involves the pronouncement of a new policy or affects an
established one, when presented to the boss for approval or disapproval, must be worked out in a
finished form.

The impulse which often comes to the inexperienced staff member, to ask the boss what to do,
recurs more often when the problem is difficult. It is accompanied by a feeling of mental frustration. It is
easy to ask the boss what to do, and it appears too easy for the boss to answer. Resist the impulse. You
will succumb to it only if you do not know your job.

It is your job to advise your boss what she or he ought to do, not to ask your boss what you ought to do.
The boss needs answers, not questions. Your job is to study, write, restudy, and rewrite until you have
evolved a single proposed action--the best one of all you have considered. Your boss merely approves or
disapproves.
 Do not worry your boss with long explanations and memos. Writing a memo to your boss does
not constitute completed staff work. But writing a memo for your boss to send to someone else does.
Your views should be placed before the boss in finished form so that the boss can make them his or her
views simply by signing the document. In most instances, completed staff work results in a single
document prepared for the signature of the boss without accompanying comment. If the proper result is
reached, the boss will usually recognize it at once. If the boss wants comment or explanation, she or he
will ask for it.

The theory of completed staff work does not preclude a rough draft, but the rough draft must
not be a half-baked idea. It must be complete in every respect except that it lacks the requisite number
of copies and need not be neat. But a rough draft must not be an excuse for shifting to the boss the
burden of formulating the action.

The completed staff work theory may result in more work for the staff member but it results in
more freedom for the boss. This is as it should be. Further, it accomplishes two things:

• The boss is protected from half-baked ideas, voluminous memos, and immature oral
presentations.
• The staff member who has a real idea to sell is enabled more readily to find a market.

When you have finished your completed staff work the final test is this:

• If you were the boss, would you be willing to sign the paper you have prepared, and stake your
professional reputation on its being right?
• If the answer is no, take it back and work it over, because it is not yet completed staff work.

The concept of completed staff work states that subordinates are responsible for presenting written
proposals to superiors in a manner that allows the superior to evaluate and approve or disapprove the
suggested document.

The website American Society

of Quality publishes a 2007
article titled "Completed Staff
Work Revisited" from Russ
Westcott, which reviews and
summarizes the Doctrine of
Completed Staff Work. As part
of Westcott's article, he
elaborated on the roles and
responsibilities of the boss and
the staff and then summarized
the Doctrine of Completed
Staff Work in a table.
 b. History and evolution of Engineering Management

Historical Development of Engineering Management

source: https://pdfcoffee.com/history-and-evolution-of-engineering-management-pdf-free.html and

https://staff.emu.edu.tr/taranehforoutan/Documents/courses/IENG450/Lecture-
Notes/Ch2-%20HISTORICAL%20DEVELOPMENT%20OF%20ENGINEERING%20MANAGEMENT.pdf

• Ancient Civilizations
➢ Many ancient civilizations left behind great stone structures that leave us wondering how
they could have been created with the few tools then available. Example: The great pyramid
of Cheops, built about 4500 years ago, covers 13 acres (hektar) and contains 2300.000 stone
blocks weighing an average of 5000 pounds a piece
➢ In ancient Mesopotamia, lying just north and west Babylon, the temples were developed an
early concept of a corporation or a group of temples under a common body of
management. Example: High priest was responsible for ceremonial and religious activities,
while administrative high priest coordinated the secular activities of the organization
➢ China – Great Wall
➢ Mayan Temples – Guatemala
➢ England – Stonehenge (another engineering miracle)
➢ Alexander the Great – staffing system. He developed an informal council whose members
were each entrusted with a specific function; Supply (malumat), Provost marshall (inzibat
amiri), Engineer4.
➢ Romans – roads and aqueducts. The great Roman roads that made it possible to move
messages and Roman legions (ordu) quickly from place to place were an impressive
engineering achievement that helped the empire survive as long as it did.
• Renaissance
➢ The Arsenal of Venice. Largest industrial plant of the medieval world. As Venice’s maritime
power grew the city needed an armed fleet (donanma) to protect her trade and by 1436 it
was operating its own government shipyard, the Arsenal.
• The Industrial Revolution
➢ The spinning jenny, invented by James Hargreaves (1764), could spin 8 threads of yarn (iplik)
at once4.
➢ The water frame, patented by Samuel Crompton (1779), spinning machine driven by water
power4.
➢ The mule (cark), invented by Samuel Crompton (1779), a combination of the spinning jenny
and water frame.
➢ The power loom (dokuma tezgahi), patented by Edmund Cartwright (1785), a weaving
machine of making cloth4.
➢ Chlorine bleach (beyazlatici), discovered by French chemist Claude Louis Berthollet (1785),
provided quick bleaching without the need for large open areas or constant sunlight.
➢ The steam engine, patented by James Watt (1769), used in place of water power in
factories.
➢ The screw-cutting lathe ( vida-torna tezgahi), developed by Henry Maudslay (1797), made
possible more durable metal machines.
• People who contributed to the evolution of Engineering Management and describe their works
and principles
➢ FREDERICK WINSLOW TAYLOR (1856-1915)
▪ American Mechanical Engineer
▪ Known today as the “Father of Scientific Management “
▪ One of his many contributions to modern management is the common practice
of giving employees rest breaks throughout the day.
▪ Taylor’s key ideas have stood the test of time. These include:
❖ Using systematic analysis to identify the best methods
❖ Scientifically selecting, training, and developing workers
❖ Promoting cooperation between management and labor
❖ Developing standardized approaches and tools
❖ Setting specific tasks or goals and then rewarding workers with financial
incentives
❖ Giving workers shorter work hours and frequent breaks
➢ FRANK & LILLIAN GILBRETH
▪ Frank is known primarily for his time and motion studies.
❖ Time Study - Timing how long it takes good workers to complete each part
of their jobs.
❖ Motion Study - Breaking each task into its separate motions and then
eliminating those that are unnecessary or repetitive.
▪ Lillian, an industrial psychologist, focused on the human aspects of work and the
understanding of workers’ personalities and needs.
▪ In addition to their use of motion studies to simplify work, Frank and Lillian
Gilbreth also made significant contributions to the employment of handicapped
workers and industrial psychology.
▪ Lillian Gilbreth, the first woman to receive a Ph.D. in Management, also
convinced the government to enact laws regarding workplace safety,
ergonomics, and child labor.
➢ HENRY L. GANTT (1861 -1919)
▪ Developed the Gantt Chart which is used for scheduling multiple over-lapping
tasks over a time period. He focused on motivational schemes, emphasizing the
greater effectiveness of rewards for good work (rather than penalties for poor
work).
➢ HENRI FAYOL (1841 -1925)
▪ The “Father of Modern Management Theory “
▪ Divided industrial activities into six groups: technical, commercial, financial,
security, accounting and managerial
▪ Formulated the fourteen Principles of Management
▪ 14 PRINCIPLES OF MANAGEMENT
❖ 1. Division of work
❖ 2. Authority and responsibility
❖ 3. Discipline
❖ 4. Unity of command
 ❖ 5. Unity of direction
❖ 6. Subordination of individual interests
❖ 7. Remuneration
❖ 8. Centralization
❖ 9. Scalar chain
❖ 10. Order
❖ 11. Equity
❖ 12. Stability of tenure of personnel
❖ 13. Initiative
❖ 14. Esprit de corps
➢ MAX WEBER (1864-1920)
▪ The “Father of Modern Sociology”
▪ Analyzed bureaucracy as the most logical and rational structure for large
organizations. Bureaucracies are founded on legal or rational authority which is
based on law, procedures and rules.
❖ Literally means to rule from a desk or office
❖ The exercise of control on the basis of knowledge, expertise, or experience
▪ The Aims of Bureaucracy
❖ 1. Qualification-based hiring
❖ 2. Merit-based promotion
❖ 3. Chain of command
❖ 4. Division of labor
❖ 5. Impartial application of rules and procedures
❖ 6. Recorded in writing
❖ 7. Managers separate from owners
➢ MARY PARKER FOLLETT (1868-1933)
▪ Mary Parker Follett is known today as the “Mother of Scientific Management “
▪ Her many contributions to modern management include the ideas of
negotiation, conflict resolution, and power sharing.
▪ Constructive Conflict and Coordination: Mary Parker Follett

Dealing with Conflict

Domintion Compromise Integration

➢ GEORGE ELTON MAYO (1880 -1949)

▪ “Father of the Hawthorne Studies” --Identified the Hawthorne Effector the bias
that occurs when people know that they are being studied.
▪ HAWTHORNE STUDIES:
❖ Workers’ feelings and attitudes affected their work
❖ Financial incentives weren’t the most important motivator for workers
❖ Group norms and behavior play a critical role in behavior at work
➢ CHESTER I. BARNARD (1886 -1961)
 ▪ Systems Theory: The task of managers is to maintain a system of cooperative
effort in a formal organization. He suggested a comprehensive social systems
approach to managing.
▪ COOPERATION AND ACCEPTANCE OF AUTHORITY: Managers can gain
cooperation by:
❖ Securing essential services from individuals
❖ Unifying people by clearly formulating an organization’s purpose and
objectives
❖ Providing a system of effective communication

Further info: https://slideplayer.com/slide/10317597/

c. Definition and elements of Engineering management

Source: https://en.wikipedia.org/wiki/Engineering_management#Areas_of_Practice
➢ Engineering management is the application of the practice of management to the practice
of engineering. Engineering management is a career that brings together the technological
problem-solving ability of engineering and the organizational, administrative, legal and
planning abilities of management in order to oversee the operational performance of
complex engineering driven enterprises.
➢ Areas of Practice
▪ Leadership and Organization Management - are concerned with the skills
involving positive direction of technical organizations and motivation of
employees. Often a manager must shape engineering policy within an
organization.
▪ Operations, operations research, and supply chain - Operations management is
concerned with designing and controlling the process of production and
redesigning business operations in the production of goods or services.
Operations research deals with quantitative models of complex operations and
uses these models to support decision-making in any sector of industry or public
services. Supply chain management is the process of planning, implementing
and managing the flow of goods, services and related information from the
point of origin to the point of consumption.
▪ Engineering Law - An engineering manager must be licensed as an engineer and
may have engineers, technicians and natural scientists reporting to her or him.
Understanding how licensed engineers supervise non-licensed technicians and
natural scientists is critical to safe practice.
▪ Management of technology - Introducing and utilizing new technology is a
major route to cost reduction and quality improvement in production
engineering. [17] The Management of Technology (MOT) theme builds on the
foundation of management topics in accounting, finance, economics,
organizational behavior and organizational design.
▪ New product development and product engineering - New product
development (NPD) is the complete process of bringing a new product to
market. Product engineering refers to the process of designing and developing a
device, assembly, or system such that it be produced as an item for sale through
 some production manufacturing process. Product engineering usually entails
activity dealing with issues of cost, producibility, quality, performance,
reliability, serviceability, intended lifespan and user features.
▪ Systems engineering - is an interdisciplinary field of engineering and engineering
management that focuses on how to design and manage complex systems over
their life cycles.
▪ Industrial engineering - is a branch of engineering which deals with the
optimization of complex processes, systems or organizations. Industrial
engineers work to eliminate waste of time, money, materials, man-hours,
machine time, energy and other resources that do not generate value.
▪ Management science - uses various scientific research-based principles,
strategies, and analytical methods including mathematical modeling, statistics
and numerical algorithms to improve an organization's ability to enact rational
and meaningful management decisions by arriving at optimal or near optimal
solutions to complex decision problems.
▪ Engineering design management - represents the adaptation and application of
customary management practices, with the intention of achieving a productive
engineering design process. Engineering design management is primarily
applied in the context of engineering design teams, whereby the activities,
outputs and influences of design teams are planned, guided, monitored and
controlled.
▪ Human Factors Safety Culture - in complex engineering systems, human factors
safety culture can be critical in preventing catastrophe and minimizing the
realized hazard rate. Critical areas of safety culture are minimizing blame
avoidance, minimizing power distance, an appropriate ambiguity tolerance and
minimizing a culture of concealment. Increasing organizational empathy and an
ability to clearly report problems up the chain of management is important to
the success of any engineering program.
Source: https://engineering.rice.edu/academics/graduate-programs/online-
meml/blog/what-is-engineering-management
➢ Engineering managers serve as the interface between the business and technical sides of a
project, translating business-oriented goals and needs into actionable engineering strategies
and projects. They direct teams to ensure they stay motivated, focused, and efficient. Their
joint knowledge of business management and technical engineering allows them to
proactively make balanced decisions that will mitigate project risks, efficiently allocate
resources, and consistently deliver high-quality products within the project budget and
schedule.
➢ Types of Engineering Management
▪ Mechanical engineering managers lead teams, projects, and innovations in the
design and improvement of mechanical systems, typically in specialized areas
like automotive, robotics, and electronics.
▪ Bioengineering managers lead teams, projects, and innovations in the design of
medical and diagnostic devices, biocompatible materials, ecological engineering,
agricultural engineering, and renewable energy.
 ▪ Chemical and Biomolecular engineering managers lead teams, projects, and
innovations in chemical plant operations, waste management, life sciences, and
the production of items like medicine and plastics on a large scale. Their work
focuses on the study and manipulation of chemicals and biological molecules.
▪ Civil and Environmental engineering managers lead teams, projects, and
innovations related to societal infrastructures. Projects can include bridges and
roadways, and ecological improvements, like contamination remediation and
green energy.
▪ Electrical and Computer engineering managers lead teams, projects, and
innovations in the study, design, and development of electricity, electronics,
electromagnetism, and computer hardware and software, ranging from simple
electrical components to supercomputers.
▪ Industrial engineering managers lead teams, projects, and innovations in the
optimization and development of industrial and manufacturing systems,
processes, machines, and organizations.
▪ Materials Science and Nanoengineering managers lead teams, projects, and
innovations in the study, discovery, creation, testing, and use of materials (like
plastics) down to the atomic level, in order to create tools and solutions for
industry or human problems.
▪ Software engineering managers lead teams, projects, and innovations in the
development of advanced software systems and computer programs, many of
which increasingly incorporate AI and machine learning.
Source: http://nraoemkc.blogspot.com/2012/03/engineering-management-definition-
scope.html
➢ Engineering management is management applied to functions, departments, and
organizations where engineering is the primary technical skill.
➢ The following functions or departments are natural choices for engineering management:
▪ Research and Development
▪ Design department
▪ Process Planning department
▪ Tool Design department
▪ Production departments
▪ Maintenance departments
▪ Utilities departments
▪ Vendor development department
▪ Industrial Engineering department
▪ Information systems departments
▪ Safety Engineering department
▪ Environmental Engineering department
▪ After Sales Service Department in case of manufactured products
▪ Project Construction
▪ Operation of Power Plants
▪ Operation of Telecommunications Facilities
➢ At organizational levels the following are natural choices for Engineering Management:
▪ Engineering companies
▪ Manufacturing companies
▪ Power Plants
▪ Civil Construction Organizations
▪ Telecommunications services
▪ Software companies
▪ Transport companies
➢ Based on the above definition, and other literature Hongyi Sun et al. concluded that
Engineering Management can be expected to cover the following topics:
▪ Management of engineering projects
▪ Management of the design process
▪ Personnel and communication skills for engineers
▪ Management of scientific methods for engineering
▪ Human resources for engineering
▪ Variation, quality, and reliability
➢ Engineering Management is a specialized form of management that is required to
successfully lead engineering or technical personnel and projects. Included in a presentation
by Muhammad Asif Akhtar, imasif@uet.edu.pk:
▪ Management of technical functions
▪ Direct supervision of engineers and/or the engineering function
▪ Engineering managers typically require training and experience in both general
management and the specific engineering disciplines that will be used by the
engineering team to be managed