ENGINEERING

MANAGEMENT
ENGINEERING
ENGINEERING IS A PROFESSION IN WHICH KNOWLEDGE
OF MATH AND NATURAL SCIENCE, GAINED BY STUDY,
EXPERIENCE, AND PRACTICE, IS APPLIED WITH
JUDGMENT TO DEVELOP WAYS TO USE, ECONOMICALLY,
THE MATERIALS AND FORCES OF NATURE FOR THE
BENEFIT OF MANKIND.
ENGINEER
A PERSON WHO APPLIES HIS/HER KNOWLEDGE
OF MATHEMATICS AND SCIENCE PROPERLY FOR
MANKIND, BASED ON THEIR SPECIALTY AND
LEVEL OF JOB. THEY ARE SUPPOSED TO
PERFORM A NUMBER OF TASKS.
 ROLE OF ENGINEER
THERE ARE VARIOUS PROBLEMS THAT MANKIND IS
FACING RIGHT NOW, AND THE ENGINEERS ARE
CURRENTLY DEVELOPING AND PRODUCING CONCURRENT
SOLUTIONS FOR THOSE DIFFICULTIES.
TEACHING - WHERE THE
ENGINEER GETS A JOB AS A
PROFESSOR OF ENGINEERING
COURSES AT A UNIVERSITY.
SOME BECOME DEANS, VICE-
PRESIDENTS, AND PRESIDENTS
LATER ON.
CONSULTING - WHERE THE ENGINEER
WORKS AS A CONSULTANT OF ANY
INDIVIDUAL OR ORGANIZATION
REQUIRING HIS/HER SERVICES.
MANAGEMENT - WHERE
THE ENGINEER IS
ASSIGNED TO MANAGE
GROUPS OF PEOPLE
PERFORMING SPECIFIC
TASKS.
GOVERNMENT - WHERE THE
ENGINEER MAY FIND
EMPLOYMENT IN THE
GOVERNMENT PERFORMING ANY
OF THE VARIOUS TASKS IN
MONITORING, CONTROLLING,
AND REGULATING THE ACTIVITIES
OF VARIOUS INSTITUTIONS, BOTH
PUBLIC OR PRIVATE.
CONSTRUCTION - THIS IS WHERE THE
CONSTRUCTION ENGINEER (A CIVIL ENGINEER) IS
EITHER DIRECTLY IN CHARGE OF THE
CONSTRUCTION PERSONNEL OR MAY HAVE
RESPONSIBILITY FOR THE QUALITY OF THE
CONSTRUCTION PROCESS.
SALES - WHERE THE
ENGINEER ASSISTS THE
COMPANY’S
CUSTOMERS TO MEET
THEIR NEEDS,
ESPECIALLY THOSE
REQUIRE TECHNICAL
EXPERTISE.
MANUFACTURING - WHERE THE
ENGINEER IS DIRECTLY IN CHARGE
OF PRODUCTION PERSONNEL OR
ASSUMES RESPONSIBILITY FOR
THE PRODUCT.
DESIGN AND DEVELOPMENT - WHERE
THE ENGINEER UNDERTAKES THE
ACTIVITY OF TURNING A PRODUCT
CONCEPT TO A FINISHED PHYSICAL
ITEM. THEY ARE IN CHARGE OF THE
IMPROVEMENT OF CURRENT DESIGN
AND SPECIFICATION AT THE RESEARCH,
DEVELOPMENT, PRODUCTION, DESIGN,
AND PRODUCTION STAGES OF THE
PRODUCT DEVELOPMENT.
TESTING - WHERE THE
ENGINEER WORKS IN A UNIT
THAT NEW PRODUCTS OR
PARTS ARE TESTED FOR
WORKABILITY.
RESEARCH - WHERE THE ENGINEER IS ENGAGED
IN THE PROCESS OF LEARNING ABOUT NATURE
AND CODIFYING THIS KNOWLEDGE INTO USABLE
THEORIES.
MANAGEMENT
IT IS A PROCESS CONSISTING OF PLANNING, LEADING,
ORGANIZING, AND CONTROLLING, AND THESE SETS OF
PRINCIPLES WILL BE APPLIED FOR HARNESSING
FINANCIAL, PHYSICAL, INFORMATIONAL, AND HUMAN
RESOURCES MORE EFFECTIVELY AND EFFICIENTLY TO
ACCOMPLISH AN ORGANIZATION'S GOAL.
MANAGER
A PERSON IN CHARGE OF RUNNING OR MANAGING ALL
OR PART OF A CORPORATION OR A RELATED
ORGANIZATION.
THE HISTORY OF MANAGEMENT
• BASIC MANAGEMENT STRATEGIES HAVE BEEN TRACED BACK TO THE
CITY OF UR (IRAQ) IN 3000 BC WHERE SUMERIAN PRIESTS WERE THE
FIRST TO KEEP TRACK OF BUSINESS TRANSACTIONS AS A WAY TO
DOCUMENT THEM.

• EARLY EGYPTIAN PAPYRI TEXTS, DATING BACK TO 1300 BC,

ACKNOWLEDGED THE ROLE OF ORGANIZATION AND ADMINISTRATION
IN BUREAUCRATIC STATES. SIMILAR DOCUMENTS FOR ANCIENT CHINA
WERE FOUND.
THE HISTORY OF MANAGEMENT
• MOSES IS CREDITED AS MANAGING CONSULTANT TO HIRE HIS
FATHER-IN-LAW, JETHRO. JETHRO HELPED DEVELOP THE
ORGANIZATION BY WHICH MOSES CONTROLLED THE HEBREWS IN
THE WILDERNESS

• SOCRATES DESCRIBED MANAGEMENT AS A COMPETENCY

SEPARATE FROM TECHNICAL KNOWLEDGE AND EXPERIENCE
AROUND 400 BC. PLATO ALSO ACCEPTED MANAGEMENT AS A
SEPARATE ART AND ADVOCATED SPECIALIZATION PRINCIPLES.
THE HISTORY OF MANAGEMENT
• DIOCLETIAN, A ROMAN EMPEROR IN 284 AD, REORGANIZED HIS
KINGDOM INTO 101 PROVINCES AND DIVIDED THEM INTO 13 DIOCESES.

• ATTILA THE HUN, KING OVER THE ROYAL TRIBE ABOUT 433 AD,
SUCCESSFULLY UNIFIED ALL INDEPENDENT HUNNI TRIBES INTO ONE
NATION.
THE HISTORY OF MANAGEMENT
• THE EARLY ROMAN CATHOLIC CHURCH USED MANY ORGANIZATIONAL
METHODS SUCH AS SCALAR TERRITORIAL STRUCTURE, A
HIERARCHICAL CHAIN OF COMMAND, AND SET OUT THE DIVISION OF
DUTIES FOR ITS POPE, CLERGY, AND CITIZENS.
CLASSICAL MANAGEMENT
THIS PRINCIPLE IS THE MOST WIDELY USE AND THE
OLDEST MANAGERIAL THOUGHT. THIS MANAGEMENT
METHOD EMERGED BETWEEN 1885 AND 1940 IN AN
ATTEMPT TO PROVIDE ENOUGH MANAGEMENT OF
ORGANIZATIONS WITH A RATIONAL AND EMPIRICAL
BASIS.
THERE ARE TWO FUNDAMENTAL THRUSTS IN
THE CLASSICAL MANAGEMENT PRINCIPLE:
A. SCIENTIFIC MANAGEMENT
IT IS MORE FOCUSED ON THE METHODS TO DEVELOP
AN IMPROVEMENT IN PRODUCTIVITY.

B. GENERAL ADMINISTRATIVE MANAGEMENT

IT IS ALSO CALLED THE ADMINISTRATIVE
MANAGEMENT THEORY, WHICH TESTS THE ORGANIZATIONS
AS TOTAL ENTITIES AND GIVES EMPHASIS TO THE WAYS TO
MAKE THEM MORE EFFICIENT AND EFFECTIVE.
CLASSICAL MANAGEMENT CONTRIBUTION

THE PRIMARY CONTRIBUTIONS OF THE CLASSICAL

MANAGEMENT MOVEMENT INCLUDE THE FOLLOWING:
• APPLYING SCIENCE TO THE PRACTICE OF MANAGEMENT
• DEVELOPING THE FOUNDATION FOR LATER MANAGEMENT
DEVELOPMENTS
• ADVANCING THE CONCEPT OF THE BASIC MANAGEMENT
FUNCTIONS OF PLANNING, ORGANIZING, INFLUENCING, AND
CONTROLLING
CLASSICAL MANAGEMENT CONTRIBUTION
THE PRIMARY CONTRIBUTIONS OF THE CLASSICAL
MANAGEMENT MOVEMENT INCLUDE THE FOLLOWING:
• CLASSIFYING RELEVANT MANAGEMENT PROCESSES,
FUNCTIONS, AND SKILLS WHICH ARE STILL ACKNOWLEDGED
AS KEY CONCEPTS TODAY

• ARTICULATING
AND APPLYING SPECIFIC PRINCIPLES OF
FORMAL MANAGEMENT
• FOCUSING ATTENTION ON MANAGEMENT AS A LEGITIMATE
TOPIC WORTHY OF SCIENTIFIC INQUIRY.
BEHAVIORAL MANAGEMENT PRINCIPLE
A MANAGEMENT APPROACH THAT FOCUSES SPECIFICALLY ON
HUMAN COGNITION, MOTIVATION, AND LEADERSHIP, AS
DISTINGUISHED FROM THE BASIC MECHANICAL PERFORMANCE.
THE CAMPAIGN FOR BEHAVIOR CONTROL INVOLVES THE TREND
OF PUBLIC RELATIONS AS WELL AS SOCIAL BEHAVIOR. THE
BEHAVIORAL MANAGEMENT PRINCIPLE EXPLORES THE ACTIONS
OF WORKERS IN THE ORGANIZATIONAL ENVIRONMENT.
 HUMAN RELATIONS MANAGEMENT
THEORY
THE MANAGEMENT THEORY OF HUMAN RELATIONS STARTED ITS
DEVELOPMENT DURING THE INDUSTRIAL REVOLUTION IN THE
EARLY 1920S. AT THAT TIME, THE FOCUS OF THE BUSINESS WAS
ON PROFITABILITY.

PROFESSOR ELTON MAYO (HAWTHORNE STUDY) STARTED HIS

EXPERIMENTS TO PROVE PEOPLE'S VALUE TO PRODUCTIVITY-
NOT TO MACHINES. THE HAWTHORNE EXPERIMENT LED MAYO
TO AN UNDERSTANDING OF THE INTERNAL DYNAMICS OF
INFORMAL GROUPS IN ORGANIZATIONS.
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.
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:
• A BACHELOR’S DEGREE IN ENGINEERING FROM A REPUTABLE
SCHOOL; IN SOME CASES, A MASTER’S DEGREE IN
ENGINEERING OR BUSINESS MANAGEMENT IS REQUIRED;
• A FEW YEARS EXPERIENCE IN A PURE ENGINEERING JOB;
• TRAINING IN SUPERVISION;
• SPECIAL TRAINING IN ENGINEERING MANAGEMENT
ACCORDING TO JITESH, THESE ARE THE
DIFFERENCES BETWEEN THE PROJECT
MANAGER AND THE ENGINEERING MANAGER.
ACCORDING TO JITESH, THESE ARE THE DIFFERENCES
BETWEEN THE PROJECT MANAGER AND THE
ENGINEERING MANAGER.
HOW TO BECOME A SUCCESSFUL
ENGINEER MANAGER?
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.
HOW TO BECOME A SUCCESSFUL
ENGINEER MANAGER?
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.
HOW TO BECOME A SUCCESSFUL
ENGINEER MANAGER?
3. OPPORTUNITY - SUCCESSFUL MANAGERS BECOME
POSSIBLE ONLY IF THEY HAVE THE ABILITY AND
MOTIVATION TO MANAGE. THE OPPORTUNITY FOR
SUCCESSFUL MANAGEMENT HAS TWO REQUIREMENTS:
• FINDING A SUPPORTIVE CLIMATE ONCE ON THE JOB

• OBTAINING A SUITABLE MANAGERIAL JOB

ENGINEERING MANAGERS MUST HAVE THE
SOFT SKILLS TO BE EFFICIENT AND
EFFECTIVE.
• DEPENDABILITY
• WORK ETHIC
• COMMUNICATION SKILL
• COMMUNITY AND TEAMWORK
• TIME MANAGEMENT SKILLS
• GOAL SETTING
• MENTAL ABILITY
• TAKES DIRECTION WELL
STRATEGIES FOR SUCCESSFUL
ENGINEERING MANAGEMENT
• MANAGE RESOURCES WELL - THE ENGINEERING MANAGER
SHOULD MAKE THE MOST OF THE STRENGTHS ALREADY IN
PLACE.
• CULTIVATE PROFESSIONALISM AND TRUST - TEAMWORK
SPECIALIST PATRICK LENCIONI STRESSES THE VALUE OF
TRUST, SINCE LACK OF CONFIDENCE, HE SAYS, CREATES A
BASIC "DYSFUNCTION" THAT HINDERS MOST TEAMS.
STRATEGIES FOR SUCCESSFUL
ENGINEERING MANAGEMENT
• SOFT SKILL INVESTMENT - TECHNICAL PROFESSIONALS
NEED A COMBINATION OF TECHNICAL KNOWLEDGE,
BUSINESS COMPETENCIES, AND INTERPERSONAL
COMPETENCES.
• ESTABLISHED REALISTIC EXPECTATIONS - THE PRACTICAL
PREDICTIONS OF EXPERTS ARE BEING CHALLENGED BY
IMPATIENT EXECUTIVES WHO WANT THINGS DONE
FASTER.
STRATEGIES FOR SUCCESSFUL
ENGINEERING MANAGEMENT
• PROVIDE BENEFITS OTHER THAN PAY -
RECOGNITION IS VALUABLE WHEN RESULTS ARE
EXPRESSED IN TERMS OF BOTTOM-LINE
CONTRIBUTIONS
DECISION-MAKING
IT IS THE PROCESS OF IDENTIFYING AND CHOOSING
ALTERNATIVE COURSES OF ACTION IN A MANNER
APPROPRIATE TO THE DEMANDS OF THE SITUATION. THIS
MEANS THAT THE ENGINEER MANAGER MUST ADOPT A
CERTAIN PROCEDURE DESIGNED TO DETERMINE THE BEST
OPTION AVAILABLE TO SOLVE CERTAIN PROBLEMS.
THE DECISION-MAKING PROCESS
1. Diagnose the problem
2. Analyze the environment
3. Articulate problem or opportunity
4. Develop viable alternatives
5. Evaluate alternatives
6. Make a choice
7. Implement decision
8. Evaluate and adapt decision results
THE DECISION-MAKING PROCESS
1. DIAGNOSE PROBLEM
IF A MANAGER WANTS TO MAKE AN INTELLIGENT
DECISION, HIS FIRST MOVE MUST BE TO IDENTIFY THE
PROBLEM.
2. ANALYZE THE ENVIRONMENT
THE OBJECTIVE OF ENVIRONMENTAL ANALYSIS IS THE
IDENTIFICATION OF CONSTRAINTS, WHICH MAY BE SPELLED
OUT AS EITHER INTERNAL OR EXTERNAL LIMITATIONS.
THE DECISION-MAKING PROCESS

3. DEVELOPMENT OF EFFECTIVE ALTERNATIVES

OFTENTIMES, PROBLEMS CAN BE SOLVED BY DIFFERENT
SOLUTIONS. THE BEST AMONG THE ALTERNATIVE SOLUTIONS
SHOULD BE CONSIDERED BY MANAGEMENT.

4. EVALUATING AN ALTERNATIVE
THE PROPER EVALUATION MAKES CHOOSING THE RIGHT
SOLUTION LESS DIFFICULT.
THE DECISION-MAKING PROCESS
5. MAKING A CHOICE
CHOICE-MAKING IS THE PROCESS OF SELECTING AMONG
ALTERNATIVE REPRESENTING POTENTIAL SOLUTIONS TO A
SPECIFIC ISSUE OR PROBLEM.

6. IMPLEMENT DECISION
IMPLEMENTATION IS TO CARRY OUT THE DECISIONS SO
THAT THE GOAL SOUGHT WILL BE ACHIEVED. TO HAVE AN
EFFECTIVE IMPLEMENTATION, A PLAN MUST BE DEVISED.
THE DECISION-MAKING PROCESS
7. EVALUATE AND ADAPT DECISION RESULTS
THE MANAGER NEEDS TO USE CONTROL AND FEEDBACK
MECHANISMS TO ENSURE RESULTS AND TO PROVIDE
INFORMATION FOR FUTURE DECISIONS.
INTERNAL ORGANIZATION
A FIRM'S INTERNAL ORGANIZATION IS THE WAY IT IS ORGANIZED FOR
CARRYING OUT ITS DIFFERENT ACTIVITIES.
LEVELS OF AN INTERNAL ORGANIZATION

1. BY FUNCTION. THIS IS THE MOST POPULAR WAY FOR GROUP WORKERS,

PARTICULARLY IN MANUFACTURING BUSINESSES. THE FUNCTIONAL ORGANIZATION
HAS MEANT THAT A COMPANY IS DIVIDED INTO BROAD SECTORS WITH, FOR
EXAMPLE, MARKETING, ACCOUNTS, OR HUMAN RESOURCES, EACH HAVING ITS
PARTICULAR SPECIALISM OR FUNCTION.
2. BY PRODUCT. IT MAY BE USEFUL TO CREATE AN ORGANIZATIONAL STRUCTURE
BASED ON PRODUCT LINES WHEN A LARGE COMPANY GENERATES A VARIETY OF
DIFFERENT ITEMS.
3. BY PROCESS. WHEN A PRODUCT NEEDS A SERIES OF PROCESSES, IT WILL SET UP
DIVISIONS TO EXECUTE EACH PROCESS.
4. BY GEOGRAPHICAL AREA. MANY COMPANIES WILL HAVE BRANCHES SPREAD
ACROSS THE COUNTRY AND OCCASIONALLY OVERSEAS. MULTIPLE RETAILERS ARE A