Professional Documents
Culture Documents
Techniques
1
Intro Time!
Introduce Yourself:
1) Name
2) Education & Background
3) Work Experience (if any)
4) Objective of Life (Larger than Life !)
5) Goals & Expectations from Course
6) 1 Lie & 1 Truth about Yourself . Let others
guess!
About EMT
Class participation
The first 5-10 minutes of each class dedicated to
you
You will be responsible to identify contemporary
cases (like the concept of living case studies),
which can be brought to class as examples of
engineering management
You will be required to come up with relevant news
items from national and international dailies which
you should relate to engineering management
About EMT continued
Chapter 1
Managing Engineering and Technology
Project Managment
Chapter Objectives
Describe the origins of engineering practice
Identify the functions of management
Explain what is Engineering Management
Explain the need for engineers in
management
Engineering Leadership
Only 26% of CEO’s in the top 1000
companies had their first degrees in
Engineering (more in countries other than
the US)
Only 10% of US university presidents are
engineers
Few engineers are in US Congress
President Jimmy Carter was the only
engineer, but he did not get reelected
Engineering – Its meaning
Mastering relationships
Seeing the big picture
Getting things done
Communicating effectively
Using assets wisely
Taking it to the next level
People problem?
What makes humans unique?
Bounded rationality?
Introversion?
Emotions?
Motivation?
(Perceived) sense of injustice
Egocentric
Individualistic
Women and interpersonal dealings?
Why is transition not easy?
Decision Making Adequate technical information Fuzzy information under uncertainty (people's
Basis with great certainty behavior, customer needs, market forecasts)
Effectiveness Rely on technical expertise Rely on interpersonal skills to get work done
and personal dedication through people (motivation, delegation)
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CHARACTERISTICS ENGINEERS MANAGERS
Concern Will it work technically? Will it add value (market share, financial,
core technology, customer satisfaction)?
Adopted and revised from P. Morrison, "Making Managers of Engineers," Journal of Management in
Engineering, Vol. 2, No. 4 (1986)
Managerial Levels
First-line Managers
Directly supervise non-managers
Middle Managers
Indirect managers, as they manage managers
and not non-managers
Top Managers
Define mission, vision and objectives of the
enterprise
Katz - Managerial Skills
Technical
Engineering, accounting, machining, word
processing
Interpersonal
Communication, negotiation, conflict resolution
Conceptual
Discerning critical factors, ‘see the forest in spite
of the trees’
Mintzberg - Managerial Roles
Interpersonal
Figurehead (Welcoming dignitaries and signing
official documents)
Leader (Guiding and motivating subordinates)
Liaison (Horizontal relationships with peers)
Informational
Monitor (Collecting internal and external info)
Disseminator (Transmission of info internally)
Spokesperson (Transmission of info externally)
Managerial Roles
Mintzberg, cont.
Decisional
Entrepreneurial (Change initiator)
Disturbance Handler (Dealing with crisis)
Resource Allocator (Distributing resources)
Negotiator (Bargaining with suppliers and
customers, subordinates and peers
Fayol - Managerial Functions
Planning (Selecting what to do)
Organizing (Establishing structure)
Command (Replaced today with
Leading/Motivating/Actuating)
Coordination (Not separate anymore)
Controlling (Measuring and correcting
activities)
Kootz - Managerial Functions
Planning (Selecting what to do)
Organizing (Establishing structure)
Staffing (Filling and keeping filled the structure)
Leading (Influence people to achieve
organizational goals)
Controlling (Measuring and correcting
activities)
To Manage or Not to Manage -
Pros
Financial rewards
Authority, responsibility and leadership
Power, influence, social status and prestige
Career advancement, achievement and
recognition
Random circumstance
To Manage or Not to Manage -
Cons
Long hours and hectic life (overtime, travel)
High stress level (pressure of deadlines,
constraints of resources, political infighting,
lack of peer cooperation, trivial personnel
conflicts)
Poor family life (not seeing family much)
Health hazards (travel, unhealthy foods,
physical stress)
How to Get Promoted
Competence in current assignments - master
current duties and responsibilities, gain
respect of co-workers and get favorable
recommendation from the boss
Readiness and desire to become manager -
handle larger and more challenging
assignments (budget, people, impact)
Good match with organizational needs
Managerial Competency
Managerial Competency
Political Strong
Strong Will Strong Capacity
to Manage Need for Empathy
for Power
Handling Power
& Enterprise Politics
Technical
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Engineering Management
• Direction and supervision of engineers and
engineering functions
• The application of quantitative methods
and techniques to the practice of
management
• Management of technical function in
almost any enterprise OR the management
of broader functions (marketing or top
management) in a high-technology
enterprise
Babcock
“Engineering Managers are distinguished
from other managers because they possess
both the ability to apply engineering principles
and skill in organizing and directing people
and projects.”
Prentice Hall, 2006
Assignment No.1
Question
Bill Gates, Elon Musk and Stephen Hawkins, all
three have warned from the perils of AI or super-
intelligence. Do you think this could be an
‘engineering management’ problem? If yes, how?
Session Objectives
D
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Questions?