ME 200 – PHILOSOPHY OF ENGINEERING MANAGEMENT

2nd Semester, SY 2024

Subject: Philosophy of Engineering Management

Module No.: 1
Subject Content:
I – INTRODUCTION
• History and Definition of Management
• Evolution and Definition of Management Engineering
• Philosophy of Engineering Management
• Philosophers/ Contributors to Management
Number of Hours: 3
Learning Objectives:
At the end of the Module the students will be able to answer the following questions:
1. What is the Definition & History of Management?
2. What is the Evolution of Management Engineering and its Definition?
3. What is the Philosophy of Management?
4. Who are the Different Philosophers and Contributors to Management?
Learning Activities:
1. Discussion
2. Interactions

o History and Definition of Management:

o Early Management Practices
▪ Management principles date back to ancient civilizations - Mesopotamia, Egypt, and
China, but formal practices emerged during the Industrial Revolution (Daft, 2019).
o Definition of Management
▪ Management involves coordinating and overseeing activities to achieve organizational
goals efficiently (Koontz & Weihrich, 1990).

o Evolution and Definition of Management Engineering:

o "Management engineering," refers to the application of engineering principles and techniques to
management processes and systems. It involves using quantitative and analytical tools to optimize
business processes, improve organizational efficiency, and make data-driven decisions.
 o Historical Evolution of Management

o Philosophy of Engineering Management:

o Technological Determinism
▪ Some engineering management philosophies emphasize the impact of technology on
organizational structure and processes (Daft, 2019).
▪ Example: Embracing automation in manufacturing for increased efficiency and reduced
costs.
o Ethical Engineering:
▪ Upholding ethical standards is paramount in engineering management.
▪ Leaders must navigate technical challenges while prioritizing safety, sustainability, and
social responsibility.

o Humanistic Engineering Management

▪ Recognizes the importance of human factors in engineering projects (Belzer & Wu, 2008).
 ▪ Example: Ensuring employee satisfaction and well-being for improved teamwork and
productivity.
o Risk Management:
▪ Proactive risk management is integral to project success.
▪ Leaders identify, assess, and mitigate risks to minimize negative impacts and maximize
outcomes.

o Philosophers/Contributors to Engineering Management:

o Peter Drucker
▪ Peter Drucker is known as the “Father of Management” because of his breakthrough
contributions to management theory and practice. He was among the first management
thinkers to suggest that management was a separate science requiring specialized
knowledge and skills.
▪ What are the Drucker's five guiding principles of management?
◦ setting objectives.
◦ organizing the group.
◦ motivating and communicating.
◦ measuring performance.
◦ developing people.

o Frederick Taylor
▪ Pioneered scientific management principles, applied to engineering tasks for increased
efficiency (Taylor, 1911).
▪ Frederick Winslow Taylor is known as the Father of Scientific Management, which also
came to be known as “Taylorism.” Taylor believed that it was the role and responsibility of
manufacturing plant managers to determine the best way for the worker to do a job, and
to provide the proper tools and training.

o Frank and Lillian Gilbreth

▪ Introduced time and motion studies, contributing to the efficiency of engineering processes
(Gilbreth & Gilbreth, 1917).
▪ A direct and continuous observation of a task, using a timekeeping device to record the
time taken to accomplish a task.

o Chester Barnard
▪ Emphasized the systems approach, crucial in managing complex engineering projects
(Barnard, 1968).
▪ A psychological theory of motivation and behavior, a sociological theory of cooperation and
complex inter−dependencies, and an ideology based on a meritocracy.

o Conclusion:
The history, evolution, and philosophy of engineering management have been shaped by various
contributors. Understanding these principles is essential for effective leadership in the dynamic and
technology-driven field of engineering.
o References:
o Barnard, C. I. (1968). The Functions of the Executive. Harvard University Press.
o Daft, R. L. (2019). Management. Cengage Learning.
o Gilbreth, F. B., & Gilbreth, L. M. (1917). Applied Motion Study: A Collection of Papers on the
Efficient Method to Industrial Preparedness. Sturgis & Walton.
o Koontz, H., & Weihrich, H. (1990). Essentials of Management. McGraw-Hill.
o Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
o Belzer, R. M., & Wu, H. B. (2008). Management Science, Operations Research, and Project
Management: Modelling, Evaluation, Scheduling, Monitoring. World Scientific.

Prepared & Discussed by:

Engr. Julius S. Laborte

MSME I