Professional Documents
Culture Documents
MANAGEMENT
IE 256
Chapter 1
Dr Mohammed Balubaid
Chapter outline
What is Engineering?
What is Management?
Management Levels
Managerial Skills
What Managers Do?
Functions of Managers
Management Art or Science?
What is Engineering Management?
Engineering and Management
What is an Engineer?
Engineering as a Profession
•Material science
•Electronic control
•Computers
•Production limitation
•Finance
•Logistic
•Customer service
Engineering Employment
The corporations and firms of the past no longer
exist.
Employment opportunities Lie with companies of
all sizes.
Engineers of the future should expect to be
Constantly improving their skills and
marketability.
Continuing education, flexibility, and a
willingness to shift employment will be required
of successful engineers
Engineering and Management
What is Management?
McFarland identifies management as
• an organizational or administrative process
• a science, discipline or art
• the group of people running an organization
• an occupational career
Management Levels
Top-level management
(president, executive vice president)
Middle managers
(chief engineer, division head etc.)
First-line managers
(foreman, supervisor, section chief)
Engineering and Management
Level Type of Job
Directly supervise non-managers.
Carry out the plans and objectives of higher management using
the personnel and other resources assigned to them.
First-line Managers 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.
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
Middle Management 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.
Responsible for defining the character, mission, and objectives of
the enterprise.
Establish criteria for and review long-range plans.
Top Management
Evaluate the performance of major departments, and they evaluate
leading management personnel to gauge their readiness for
promotion to key executive positions.
Engineering and Management
Managerial Level
Lowest Middle Top
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Skills required versus management
Engineering and Management
Managerial Skills:
• Interpersonal roles
• Informational Roles
• Decisional Roles
Engineering and Management
• Interpersonal roles
Outward
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Horizontal
Downward
Engineering and Management
• Informational Roles
Monitor Role: Collects information about internal
operations and external events.