Management Is Nothing More Than

Motivation & Management
Management is
nothing more than
Motivating
other people.
 Lee Iacocca (1924 - )
Mgt of Tech Org & Practice Dr. Sajid 1

Controlling
Measuring & correcting individual &
organizational performance to ensure
that events conform to plans.
Involves measuring performance against

Goals & Plans, showing where deviations
form standards exits, & helping to correct them.
Facilitates accomplishment of plans.
Control activities generally relate

to measurement of achievement.

Controlling
 In controlling, mgrs Evaluate:
how well the org is achieving
its “Goals & takes corrective action
to improve performance”.
Mgrs monitor individuals, depts, & org to
Determine, if desired performance - reached.
Managers will also take action to

increase performance as required.
 Outcome of Controlling Function is:

accurate “Measurement of Performance”
& Regulation of “Efficiency & Effectiveness”.
Managerial Functions
1.Planning: is the process of

Setting Objectives & determining what should be Done
to accomplish them.
2.Organizing is the process of “Assigning tasks,
allocating resources, & arranging coordinated
activities to implement plans.
3.Leading is the Process of: “Arousing enthusiasm &
directing HR efforts toward organizational goals”.
4. Controlling is “Process of Measuring Performance
and Taking Actions “to ensure Desired results.
Getting Job Done - Through People
 Managers get their jobs done by working with
and interacting with people. They work with
subordinates and accept that hostility may exist
as they assess strengths and weaknesses of
employees and deal with competition and conflict
within the organization.
 Leading is not just one of mgt functions, as the

behavioral side of management it is an integral
part of almost everything a manager does.
Organizational behavior: Study & application of
knowledge about how people - as individuals &
as groups - act within org.

Management Functions: Planning, Organizing, leading &
controlling
Planning
Setting performance
Objectives & deciding
How to achieve them
Organizing
Controlling Arranging tasks, people,
Measuring performance The
& other resources
& taking action to Management
To accomplish the work
Ensure desired results Process
Leading
Inspiring people to
Work hard to achieve
High performance

Interactive Nature of Engineering Mgt Process
.
PLANNING
Managers use logic
& methods to think
through goals &
actions
ORGANIZING
CONTROLLING
Managers arranged &
Managers make
allocate work authority
sure org is
& resources to achieve
moving towards org
organization goals
objectives
LEADING
Managers direct,
Influence, & Motivation
employees to perform
essential tasks

Managerial Functions in Engineering Organization
Planning Organization Leading Controlling

Defining Goals, Determining What Directing & Monitoring activities Achieving the
Establishing strategy, Needs to be done, Motivating all
& developing How it will be done, Involved parties
To ensure that they are Lead to Org Stated
purpose
Accomplished as
Sub-plans to & who is to do it & resolving conflicts Planned
Coordinate activities

Behavioral Side To Management
Role is a set of specific tasks that a person
performs because of the position they hold
In 1973, Henry Mintzberg identified several
managerial roles that fell within three
categories:
Interpersonal
Informational
Decision Making
Roles are directed inside as well as outside the
organization.

Interpersonal Roles
 Roles managers assume to coordinate and
interact with employees and provide direction to
the organization
• Figurehead: symbolizes the firm and what it is

trying to achieve; includes performing
ceremonial tasks
• Leader: includes creating a motivational
climate for workers through training,
counseling, mentoring and encouraging high
performance
• Liaison: links and coordinates people inside
and outside the organization to help achieve
goals

Informational Roles
 Associated with the tasks needed to obtain and
transmit information for management of the
organization
• Monitor: involves analyzing information from
both the internal and external environment to
discover changes, opportunities, and
problems that may affect the organization
• Disseminator: involves transmitting important
or privileged information to influence attitudes
and behavior of other members of the
organization
• Spokesperson: involves serving as
communicator for the organization to positively
influence the way people in and out of the
organization respond to it

Decisional Roles
 Associated with the methods managers use to
plan strategy and utilize resources to achieve
goals
• Entrepreneur: purpose is to improve the unit -
seeks new projects or programs to initiate and
invest
• Disturbance Handler: assumes responsibility
for handling an unexpected event or crisis
• Resource Allocator: responsible for assigning
resources between functions and divisions,
set budgets of lower managers
• Negotiator: involves negotiating settlement of
issues between other managers, unions,
customers, or shareholders as required
Ten Managerial Roles
Interpersonal Roles
Figurehead Performs ceremonial activities, attends social functions, greets visitors (Rides Hog at motorcycle
rallies)
Leader Motivates, encourages, and builds enthusiasm among employees. (Visits dealers, employees)
Liaison Serves as connecting link with important others outside the unit or organization. (calls on
government officials to push for lower traiffs by Japan
Informational Roles
Monitor Seeks out and receives relevant information. (Requests information from vice-presidents
regarding current sales, production levels.)
Disseminator Circulates and transfers relevant information (Shares info at weekly Monday meeting of key
managers)
Spokesperson Makes official statements to outsiders. (Conducts meetings with stock analysts, sharing company
forecasts for profits, growth)
Decisional Roles
Entrepreneur Tackles special problems, seeks change that will improve the unit or org.(visits foreign counties,
selling licensing or mfg agreements.
Disturbance Responds to problems and pressures among employees or units, resolves conflicts. (Reconciles
handler dispute among vice presidents over styling changes for new model.)
Resource allocator Decides why when how for what, & to whom organizational resources are allocated. (Determines
finalized dept budgets for the fiscal year)
Negotiator Bargains with subordinates, other organizational units, or outsiders to reach agreements. (Calls
key supplier to help negotiate contract for purchased parts)

Toward 21st Century: Major Roles for Mgrs
Category Role Nature of Role
1. Figurehead As symbol of legal authority, performing

certain ceremonial duties (e.g. signing
documents & receiving visitors)
Interpersonal
Roles 2. Leader Motivating subordinates to get job done
properly
3. Liaison Serving as link in horizontal (as well as
vertical) chain of communication
4. Nerve center Serving as focal point for non routine info
Information receiving all types of information.
Roles 5. Disseminator Transmitting selected info to subordinates
6. Spokesperson Transmitting selected info to outsiders

7. Entrepreneur Designing & initiating changes within org
8. Disturbance handler Taking corrective action in non routine
Decisional situations
roles
9. Resource allocate Deciding exactly who should get what
resources
10. Negotiator Participating in negotiating sessions with
other parties (e.g., vendors & unions) to
Mgt of Tech Org & Practicesure
make Dr. Sajid 14
org’s interests are adequately
represented
Mintzberg’s Managerial Roles
Role Description Identifiable Activities
Interpersonal
Figurehead Symbolic head; obliged to perform a number of Greeting vistors; signing
routine duties of a legal or social nature legal documents
Leader Responsible for the motivation & activation of Performing virtually all
subordinates; responsible for staffing, training, activities that involve
& associated duties subordinates
Liaison Maintains self-developed network of outside
contacts & informers who provide favors &
information
Informational Seeks & receives wide variety of special info Reading periodicals &
Monitor (much of it current) to develop thorough- reports; maintaining
understanding of org & environment; emerges personal contacts
as nerve center of internal & external info about
the org
Disseminator Transmits info received from outsiders or from Holding informational

other subordinates to members of the org-some meeting; making phone
info is factual, some involves interpretation & calls to relay info
integration of diverse value positions of org
influencers
Spokesperso Transmits info to outsiders on org plans, Holding board meetings;

n policies, actions, results, etc; serves as expert giving info to the media
on org industry Mgt of Tech Org & Practice Dr. Sajid 15
Mintzberg’s Managerial Roles Contd…
Role Description Identifiable Activities
Decisional
Entrepreneur Searches org & its environment for Organizing strategy &
opportunities & initiates “improvement review sessions to
projects, to bring about change; supervises develop new program
design of certain projects as well
Disturbance Responsible for corrective action when Organizing strategy &

handler organization faces important, unexpected review sessions that
disturbances involve disturbances &
crises
Resource Responsible for the allocation of organization Scheduling: requesting
allocator resources of all kinds – in effect, the making or authorization;
approval of all significant organizational performing any activity
decisions that involves budgeting
& the programming of
subordinates’ work
Spokes Transmits info to outsiders on org plans, Holding board

person policies, actions, results, etc; serves as expert meetings; giving info to
on org industry the media

Toward 21st: Ten Major Changes for Mgrs
Moving away from Moving toward
Administrative role Boss/superior/leader Team

member/facilitator/teacher/
sponsor/advocate
Cultural orientation Monoculture/monolingual Multicultural/multilingual
Quality/ethics/enviro Afterthought (or no thought) Multicultural/multilingual

nmental impacts
power bases Formal authority; rewards & Knowledge; relationships;
punishments rewards
Primary unit or Individual Team

production
Interpersonal Competition; win-lose Cooperation; win-win
dealings
Learning Periodic (preparatory; Continuous (lifelong;
curriculum-driven) learner-driven)
Problems Threats to be avoided Opportunities for learning &

continuous improvement
Change & conflict Resist/react/avoid Anticipate/seek/channel

No Information Restrict
Mgt access/hoard
of Tech Org & Practice Dr. Sajid
Increase access/share
17
Facts of Managerial Life (From Direct
Observation & Diaries)
1. Mgrs work long hours. Number of hours worked

tends to increase as one climbs managerial ladder.
2. Mgrs are busy. Typical mgrs day is made up of

hundreds of brief incidents or episodes. Activity
rates tend to decrease as rank increases.
3. Mgr’s work is fragmented; episodes are brief. Given

mgrs high activity level, they have little time to
devote to any single activity. Interruptions &
discontinuity are the rule.
Contd….
Contd…
7. Mgrs use lot of contacts. Consistent with their high level of verbal
communication, mgrs continually exchange info with superiors,
peers, subordinates, & outsiders on ongoing basis.
8. Mgrs are not reflective planners. Typical mgr is too busy to find
uninterrupted blocks of time for reflective planning.
9. Information is basic ingredient of mgr’s work. Mgrs spend most
of their time obtaining, interpreting, & giving info.
10. Mgrs don’t know how they spend their time. Mgrs consistently
overestimate the time they spend on production, reading & writing,
phone calls, thinking, & calculating & consistently underestimate
time spent on meeting & informal discussions.

 Efficiency -relationship b/n inputs & outputs and its
comparison . If you get more output for a given input,
you have increased efficiency.
 Managers deal with input resources that are scarce

money people, equipment they are concerned with
the efficient use of these sources.
 Mgmt- concerned with minimizing resource
costs. (Efficiency).
 Mgt concerned with getting activities completed-
(effectiveness).
 When managers achieve their org goals- effective.

Contd…
4. Mgr’s job is varied. Engage in variety of activities (paperwork,

phone calls, scheduled & unscheduled meetings, & inspection
tours/visits), interact wit variety of people, & deal with variety of
content areas.
5. Mgrs are “homebodies”. spend most of time pursuing activities

within their own org as managerial rank increases, mgrs spend
proportionately more time outside their work areas & org.
6. Mgr’s work is primarily oral. all level spend most of time

communicating verbally by personal contact/tel
Contd….
 Efficiency is concerned with means
 Effectiveness with ends.
 Efficiency & effectiveness are interrelated.
 It is easier to be effective if one ignores

efficiency.
 Federal Govt in Islamabad are reasonably

effective -extremely inefficient jobs done
but at a very high cost.

Balancing Effectiveness & Efficiency
Effectiveness entails promptly achieving stated

objective.
Efficiency enters picture when the resources required
to achieve an objective are weighed against what was
actually accomplished.
Technical Mgrs are responsible for balancing
effectiveness & efficiency.
Too much emphasis in either direction leaders

to mismanagement.

Management Seeks Efficiency & Effectiveness
Means: Ends:
Efficiency Effectiveness
Goals
Low High
Waste attainment

Three general preconditions for achieving
lasting success as Engg Mgr:
Ability (A)
Motivation to manage (M)
Opportunity (O)
Together, they constitutes basic formula for

managerial success (S):
S = A x M x O.
Managerial Skills & Organizational Hierarchy
Three kinds of skill for administrators. Forth-
ability to design solution.
 Technical Skill is knowledge of & proficiency in
activities involving methods, processes, & procedures.
 Human Skill is ability to work with people; cooperative

effort; it is teamwork; feel secure & free to express their
opinions.
Contd…

Contd…
 Conceptual Skill is ability to see “big picture”

to recognize significant elements in situation,
& to understand relationships among elements.
 Design Skill is ability to solve problems in

ways that will benefit enterprise. “Problem
watchers”
 Contd…

Managerial Skills
A skill is an ability or proficiency in performing a particular task. Skills
reflect the ability to translate actions into results.
Three skill sets that managers need to perform effectively

 Technical - require expertise in an specific area - the job-specific
knowledge required to perform a task
• critical for low-level management
 Human - interpersonal competence - ability to understand, alter,
lead and control people’s behavior
• critical at all levels of management
 Conceptual - ability to see the “big” picture - to analyze and
diagnose a situation and find the cause and effect
• critical at top-level management

Managerial Skills
Managerial competency is a skill or personal

characteristic that contributes to high
performance in a management job.
Learning is any change in behavior that occurs
as a result of experience.

Characteristics of Today’ Technical Organisation
Change
Bigness
Govt.
Interference
Competition Tech Org Diversification
Information
Globalization
Science & Tech

Change
If there is any single word that can best

describe today’s technical environment,
it is change.
Modern Engineering Management

environment is dynamic.
New technologies herald the arrival of
new products leaving behind the old
ones.
Bigness
Mass production & mass marketing are the order of
the day.
Machines in LDCs like Pakistan are gradually

replacing manual labour in manufacturing process.
With machines operating machines, production in

bulk has become possible.

Diversification
Today’s Technical Org is characterized by

diversification.
Product portfolio of any medium or large

business house reads like who is who.
Product proliferation represents introducing

different brands in the same product line.
Implies introducing different lines of

products, mostly unrelated
Mgt of Tech Org & Practice Dr. to
Sajid each other. 33
Globalization
Going international is yet another quality of
modern Technical business.
Political boundaries are no barriers to

business.
Production facilities are being set up in

different countries and products are being
sold world wide.

Science & Tech
Current means of manufacturing &
selling will be scrapped in order to
remain competitive & new means of
financing these tremendous changes
will be developed.

Information
The whole area of information getting & giving,

including data processing, information systems
analysis & preparation of effective records &
reports, achieved a major status.
Complexities of modern business & govt

requirements -spearheaded this growth.

Government
Interference
governments impose restrictions and levy taxes on
domestic industries to:
 reduce inequalities of income

 to prevent concentration of economic power
 to realize other socio economic objectives
 NEPRA, OGRA, PEMRA, In Pakistan

Competition
Competition is another feature in Engg Mgmt.
Gone are days of sheltered markets, subsidies,

licenses, quotas & restrictions.
Engrs are asked to stand on their feet:

a) to eliminate inefficiencies
b) cut down costs
c) improve productivity.
Inefficient & marginal firms will be forced to wind
up.
Fittest will survive.

Personal Competencies for Managerial Success
Leadership: ability to influence others to perform tasks.

Self-objectivity: ability to evaluate one’s self realistically.
Analytic thinking: ability to interpret and explain patterns in information.
Behavioral flexibility: ability to modify personal behavior to reach a goal.
Oral communication|: ability to express ideas clearly in oral presentations.
Written communication: ability to express one’s ideas clearly in writing
Personal impact: ability to create a good impression & instill confidence.
Resistance to stress: ability to perform under stressful conditions.
Tolerance for uncertainty: ability to perform in ambiguous situations.

Engineering Managers & the Challenges of
Change in Pakistan
Challenges of managing complex forces of change are evident in
today’s environment.
Competition & the global economy
Ethics & social responsibility
Information & technological change
Employment values & individual rights

Tech Mgrs Engaged in 4 Managerial Activities
1. Traditional management : Decision making,

planning, & controlling
2. Communication: exchanging routine information &
processing paperwork
3. HRM: motivating, disciplining, managing conflict,
staffing, & training
4. Networking: Socializing, politicking, & interacting
with outsiders
Average” mgr spends:
a. 32% of time in traditional mgt activities,

b. 29% communicating,
c. 20% in HRM activities
d. 19% networking.

Competition & the Global Economy
Word “Overseas”- no place in Technical org vocabulary.
Honda operates as a “global business” views itself equidistant from all customers.
Borderless world of intense business & economic competition for global markets.
Govt worry about economic competitiveness of nations, & corporate leaders worry
about business competitiveness in a global economy.
Pacific Rim, Japan.
NIEs, Increasingly strong economically.
ASEAN, APEC,
EU
NAFTA, SAFTA

Ethics & Social Responsibility
Modern society is growing strict in expecting its social
institutions to conduct their affairs according to high
moral standards.
Managers expected to set hi standards of ethical &
socially responsible conduct.
HUBCO, Pharmacia, Islbd ISO 14000 Treated Waste

Employment Values & Individual Rights
Pressures for equal employment opportunity
Pressures for equity of compensation & benefits
Pressures for participation & employee involvement
Pressures for privacy & due process
Pressures for freedom from gender Discrimination
/harassment
Pressures for job security & occupational health & safety

Management Challenges
 Managers and their organizations today must
increasingly respond to a variety of
environmental trends:
 Technological Innovation
• Information highways, the Internet,
microprocessors, and automated factories are
proliferating as technological innovations
change the way companies compete
• Organizations that have adapted well and used

new technology to their advantage have had a
significant advantage over those that have not
 Globalization
• US companies continue to expand sales and
manufacturing to new markets to try to earn a
higher rate of return for investors
• Increases international competition and puts
pressure on managers to improve productivity,
quality, and organizational performance
 Deregulation
• The removal of the protection provided in the
form of government regulations has greatly
increased the competitive environment within
those formerly protected industries
• Managers have had to make changes in their
organizations to adapt to the increased
competitive pressures
 Changing Political Systems
• Triggered an explosive opening of new markets
with opportunities for businesses
• Generates hundreds of millions of potential new
customers
• Increased demand for goods and services
further increases competition
 Demographics and the New Global Workforce
• Increased diversity-management programs and
application of EEO laws
• Gain highly skilled employees
• Managers look for “global awareness”

 Competitive Advantage
• Innovation demands more highly-skilled
employees
• Managers must build competitive advantages
through superior efficiency, quality, innovation,
and responsiveness
 Organizational Ethics
• Managers must continually increase
performance while remaining ethical managers

Tomorrow’s Management Today
 Average company will be smaller, employing fewer people

 Traditional organizational structure will become more team-based and
without boundaries
 Employees will be empowered to make decisions
 Flatter organizations will be the norm
 Work organized around teams and processes
 Bases of power will change
 Knowledge-based organization
 Stress vision and values
 Managers must be change agents
 Leadership will be more important

Effective Engg Management Balances Conflicting Interests.
Employers Stockholders
Community Tech Public

Mgt
Government Customers

Which Are Excellent Companies?
Characteristics of Excellent Technical Enterprises:
 Were oriented action.
 Leaned about needs of their customer.
 Promoted managerial autonomy &
entrepreneurship.
 Achieved productivity by paying close attention to
needs of their people.
 Were driven by company philosophy often based
on values of their leaders.
 Focused on business they knew best.
 Has simple org structure with lean staff.
 Were centralized as well as decentralized,
depending on appropriateness.
Contd…
Contd…
Characteristics of Excellence
1. Bias for action

2. Staying close to customer could also mean producing
anything customer wants, even at great cost & without
regard to whether or not it fits into product line.
3. Promoting autonomy & entrepreneurship can also mean
pursuing new ideas without considering their suitability for
long-term strategy.
Contd…

Contd…
4. Hand-on, value-driven managing can also result in top

mgrs becoming so involved in details of operation that they
lose sight of overall objectives of firm.
5. Sticking to knitting could be used as excuse for not
searching for meaningful acquisition or mergers.
6. Using simple form & lean staff could also be argument
against meaningful staff work such as that done by
strategic planners. Doing & thinking (by staff) are
important.
Danger of these prescriptions is that they could

result in myopic managing, that is, mgt with
insufficient foresight.

Most Admired Companies In America
Fortune magazine survey-8000 executives, about reputation of
Fortune 500 companies on eight criteria:
1) Quality of mgt;
2) quality of product or services;
3) innovativeness;
4) value of long-term investment financial soundness;
5) competence to attract,
6) develop, & keep good people;
7) corporate responsibility toward community as well as
environment
8) way corporate assets used.
Contd…
Summary
Managing as practice is
art;
organized knowledge
about mgt is science.

Tolerance In Management
I
n order that every man present his
views without penalty
there must be
“Spirit of Tolerance”
in the entire population.
Albert Einstein (1879 - 1955)

Be entirely tolerant
or not at all;
follow the good path or the evil one.
To stand at the crossroads requires

more strength
than you possess.
 Albert Einstein (1879 - 1955)
Character cannot be developed in
“Ease & Quiet”.

Only through experience of “Trial
& Suffering” can the “Soul be str
engthened”, “Ambition inspired”,
& “Success achieved”.
Helen Keller (1880 - 1968)
Success in Management
 “I know the price of
success:
 dedication, hard work, and
a devotion to the things
you want to see happen."
- Frank Lloyd Wright

 The ideals which have lighted
my way, and time after time ha
ve given me new courage to fa
ce life cheerfully, have been Ki
ndness, Beauty, and Truth.
• Albert Einstein (1879 - 1955)

 No act of kindness, no matt
er how small, is ever wasted
.
•
• Aesop (620 BC - 560 BC), The Lion and the Mouse
 There are no thanks for a kind

ness, which has been delayed.
•
• Anonymous

 Compassion is the basis
of all morality.
• Arthur Schopenhauer (1788 - 1860)
 There is no duty more obli

gatory than the repayment
of kindness.
• Cicero (106 BC - 43 BC)
•
 Memory feeds imagination.
•
• Amy Tan (1952 - )
• Men willingly believe what th

ey wish.

 Julius Caesar (100 BC - 44 BC), De Bello Gallico

 Imagination is mo
re important than
knowledge...
•
• Albert Einstein (1879 - 1955)

 Our imagination is the only limit t
o what we can hope to have in th
e future.
•
• Charles F. Kettering (1876 - 1958)
 An idea is salvation by imaginati
on.
•
• Frank Lloyd Wright (1869 - 1959)

 Imagination is the beginning of c
reation. You imagine what you de
sire, you will what you imagine a
nd at last you create what you wi
ll.
•
• George Bernard Shaw (1856 - 1950)

 Forget injuries, never forget
kindnesses.
Confucius (551 BC - 479 BC)
 Recompense injury with jus

tice, and recompense kindn
ess with kindness.
Confucius
Function of Mgt
 Four Managerial
Functions:
 Planning
 Organizing
 Leading
 Controlling

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Motivation & Management

Mgt of Tech Org & Practice Dr. Sajid 1

Involves measuring performance against

Control activities generally relate

Mgt of Tech Org & Practice Dr. Sajid 2

Managers will also take action to

 Outcome of Controlling Function is:

1.Planning: is the process of

 Leading is not just one of mgt functions, as the

Mgt of Tech Org & Practice Dr. Sajid 5

Mgt of Tech Org & Practice Dr. Sajid 6

Mgt of Tech Org & Practice Dr. Sajid 7

Planning Organization Leading Controlling

Mgt of Tech Org & Practice Dr. Sajid 8

Mgt of Tech Org & Practice Dr. Sajid 9

• Figurehead: symbolizes the firm and what it is

Mgt of Tech Org & Practice Dr. Sajid 10

Mgt of Tech Org & Practice Dr. Sajid 11

Mgt of Tech Org & Practice Dr. Sajid 13

1. Figurehead As symbol of legal authority, performing

6. Spokesperson Transmitting selected info to outsiders

Disseminator Transmits info received from outsiders or from Holding informational

Spokesperso Transmits info to outsiders on org plans, Holding board meetings;

Disturbance Responsible for corrective action when Organizing strategy &

Spokes Transmits info to outsiders on org plans, Holding board

Mgt of Tech Org & Practice Dr. Sajid 16

Administrative role Boss/superior/leader Team

Quality/ethics/enviro Afterthought (or no thought) Multicultural/multilingual

Primary unit or Individual Team

Problems Threats to be avoided Opportunities for learning &

Change & conflict Resist/react/avoid Anticipate/seek/channel

1. Mgrs work long hours. Number of hours worked

2. Mgrs are busy. Typical mgrs day is made up of

3. Mgr’s work is fragmented; episodes are brief. Given

Mgt of Tech Org & Practice Dr. Sajid 19

 Managers deal with input resources that are scarce

Mgt of Tech Org & Practice Dr. Sajid 20

4. Mgr’s job is varied. Engage in variety of activities (paperwork,

5. Mgrs are “homebodies”. spend most of time pursuing activities

6. Mgr’s work is primarily oral. all level spend most of time

 Efficiency & effectiveness are interrelated.

 It is easier to be effective if one ignores

 Federal Govt in Islamabad are reasonably

Mgt of Tech Org & Practice Dr. Sajid 22

Effectiveness entails promptly achieving stated

Too much emphasis in either direction leaders

Mgt of Tech Org & Practice Dr. Sajid 23

Mgt of Tech Org & Practice Dr. Sajid 24

Together, they constitutes basic formula for

 Human Skill is ability to work with people; cooperative

Mgt of Tech Org & Practice Dr. Sajid 26

 Conceptual Skill is ability to see “big picture”

 Design Skill is ability to solve problems in

Mgt of Tech Org & Practice Dr. Sajid 27

Three skill sets that managers need to perform effectively

Mgt of Tech Org & Practice Dr. Sajid 28

Managerial competency is a skill or personal

Mgt of Tech Org & Practice Dr. Sajid 29

Competition Tech Org Diversification

Science & Tech

If there is any single word that can best

Modern Engineering Management

Machines in LDCs like Pakistan are gradually