Engineering Management: Muhammad Asif Akhtar Imasif@uet - Edu.pk

Ch.
E-404
ENGINEERING
MANAGEMENT

Muhammad Asif Akhtar
imasif@uet.edu.pk
www.engineering-resource.com
Ch.E-404: ENGINEERING MANAGEMENT

Credit Hours: 3+0 = 3

COURSE OUTLINE:
Resources and management processes;
Environment of engineering organization and
managers;
Social, Ethical, Global and Multicultural environment;
Elements of planning and decision making;
Decision making and their types;
Managing strategy and strategic planning;
Elements of an organization.
Organization design, change and innovation;
COURSE OUTLINE ( CONT)

Human resource management;
Managing motivation and performance;
Managing work groups and teams;
Organizational communication and
interpersonal relations in engineering
organizations;
Types of control;
Managing operation, quality and productivity
of an engineering organization.

RECOMMENDED BOOKS
Some of the books directly or indirectly concerned with engineering and
technology management are as follows:

Babcock, D. L., Managing Engineering and Technology, Upper Saddle
River, NJ: Prentice Hall, 1996.

Badaway, M. K., Developing Managerial Skills in Engineers and Scientists,
New York: Van Nostrand Reinhold, 1995.

Cronstedt, V., Engineering Management and Administration, New
York: McGraw-Hill, 1961.

Dhillon, B. S., Engineering Management, Lancaster, PA: Technomic
Publishing Company, 1987.

Dorf, R. (ed.), The Technology Management Handbook, Boca Raton,FL: CRC
Press LCC, 1999.
RECOMMENDED BOOKS (CONT)
Gaynor, G. H. (ed.), Handbook of Technology Management, New
York: McGraw-Hill, 1996.

Hicks, T. G., Successful Engineering Management, New York:
McGraw-Hill, 1966.

Khalil, T. M., Management of Technology, New York: McGraw-
Hill,2000.

Lanigan, M., Engineers in Business, Reading, MA: Addison-
Wesley,1992

Mazda, F. F., Engineering Management, Reading, MA: Addison-
Wesley, 1998.

Shainis, M. J., Engineering Management,
Columbus, OH: Battelle Press, 1995.

Shannon, R. E., Engineering Management, New
York: John Wiley and Sons, 1980.

Ullman, J. E. (ed.), Handbook of Engineering
Management, New York: John Wiley and Sons,
1986.

MANAGEMENT
Supplying knowledge to find out how existing
knowledge can best be applied to produce results.
But knowledge is now also being applied
systematically and purposefully to determine what
new knowledge is needed, whether it is feasible, and
what has to be done to make knowledge effective. It
is being applied, in other words, to systematic
innovation.
(Drucker, 1993)
What is Engineering?

The profession in which a
knowledge of the
mathematical and natural
science gained by study,
experience, and practice
is applied with judgement
to develop ways to utilize,
economically, the
materials and forces of
nature for the benefit of
mankind

(1979, US. Engineering
societies).
What is Management?

A set of activities
(including planning and
decision making,
organising, leading and
control) directed at an
organisations resources
(human, financial, physical
and informational) with the
aim of achieving
organisational goals in an
efficient and effective
manner.
(Griffin)
ENGINEERING MANAGEMENT

ENGINEERING MANAGEMENT

Engineering Management is a specialized form of management that is
required to successfully lead engineering or technical personnel and
projects.

Management of technical functions

Direct supervision of engineers and/or the engineering function

Engineering managers typically require training and experience in both
general management and the specific engineering disciplines that will be
used by the engineering team to be managed

WHY ENGINEERS NEED MANAGEMENT?
BS Engineering programs emphasize
technical competency
Engineers do many non-technical
tasks
Engineering and management have
very little in common
Education can help ease the transition
(CONT.)
There is a growing need for engineers who
can see the big picture,
effectively interact and communicate with people,
thrive on ambiguity,
effectively work in teams, and
apply critical thinking skills to solve real-world problems.

Engineering Management develops leaders who have these skills
and are comfortable with the language and methods of
engineering, business, and technology.

(CONT.)
Successful Projects
Done by a group of people with good
Organization, communication
Leadership, motivation, influence
Focus on a goal
Decision making, problem solving
(CONT.)
In modern society, we are specialists
We have expertise in a very narrow area
We rely on others for everything else
Relationships enable success
Your ability to deal with people determines
your success as a manager
Put people first, technology
second.
(CONT.)
Emotion and intelligence are connected,
not opposites
Emotions affect thinking, reasoning,
judgment, actions
Emotional IQ may be more important than
traditional IQ in success
Engineers usually have low
emotional IQ.

Why People Seem Difficult
Technical systems, although complex,
obey logical rules and/or laws
Individual people are more complex and
follow no set rules
A system of multiple people is incredibly
complex and unpredictable
Personality Types
Myers-Briggs Type Indicator
Extrovert/Introvert (external/internal)
Sensing/iNtuitive (concrete/abstract)
Thinking/Feeling
Judging/Perceiving (planned/spontaneous)

Uses of Personality Typing
Person-job match
Identify areas for development
Anticipating and resolving conflict
Promoting diversity
Behavioral Tendencies
People tend to do what is best for
themselves
People want to avoid looking bad
People tend to go with the crowd
People make communication
challenging
People are imperfect
People are complex and hard to predict
Systems of people are difficult to
manage
Knowing about personality types and
behavioral tendencies (raising your
Emotional IQ) can help you be a better
manager
Most engineers have a long way to
go!!!!!!!!
ACTIVITY
SKILLS INVENTORY
Below is a list of five broad skill areas which
are divided into more specific skills. Review the
list and identify the skills you possess. You
have to rate the skills indicating your ability in
each area. Suggested rating scale:
1. strong ability
2. some ability
3. enough ability to get by with help from others

A: COMMUNICATION

the skillful expression, transmission and interpretation of
knowledge and ideas.
Speaking effectively
Writing concisely
Listening attentively
Expressing ideas
Facilitating group discussion
Providing appropriate feedback
Negotiating
Perceiving nonverbal messages
Persuading
Reporting information
Describing feelings
Interviewing
Editing


B: RESEARCH & PLANNING

the search for specific knowledge and the ability to
conceptualize future needs and solutions for meeting those
needs
Forecasting, predicting
Creating ideas
Identifying problems
Imagining alternatives
Identifying resources
Gathering information
Solving problems
Setting goals
Extracting important information
Defining needs
Analyzing
Developing evaluation strategies

C: HUMAN RELATIONS

the use of interpersonal skills for resolving conflict, relating to and
helping people.

Developing rapport
Being sensitive
Listening
Conveying feelings
Providing support for others
Motivating
Sharing credit
Counseling
Cooperating
Delegating with respect
Representing others
Perceiving feelings, situations
Asserting

D: ORGANIZATION, MANAGEMENT &
LEADERSHIP

the ability to supervise, direct and guide individuals and groups
in the completion of tasks and fulfillment of goals.

Initiating new ideas
Handling details
Coordinating tasks
Managing groups
Delegating responsibility
Teaching
Coaching
Counseling
Promoting change
Selling ideas or products
Decision making with others
Managing conflict
E: WORK SURVIVAL
the day-to-day skills which assist in promoting effective production
and work satisfaction.

Implementing decisions
Cooperating
Enforcing policies
Being punctual
Managing time
Attending to detail
Meeting goals
Enlisting help
Accepting responsibility
Setting and meeting deadlines
Organizing
Making decisions

ASSIGNMENT
Online Assessments
Personal Style Inventory
Skills Inventory

http://www.d.umn.edu/careers/services/assess
ments.html

LEARNING OBJECTIVES
Organization And Its Resources
Four Basic Management Functions In
Organizations
Kinds Of Managers
Basic Managerial Roles And Skills

Lecture 2
What Is an Organization?
A group of people working together in a
structured and coordinated fashion to
achieve a set of goals.
In order to understand management
observe the following slide Table which
is a resource-based perspective, it will
provide a view of the four basic kinds of
resources required in an organization:
How Do Managers Combine and Coordinate
the Various Kinds of Resources?
The following slide Figure illustrates
how managers combine and coordinate
the various kinds of resources:
Management in Organizations
The Management Process
Planning and Decision
Making
Setting the organizations
goals and deciding how
best to achieve them.
Organizing
Determining how best to
group activities and
resources.
Leading
Motivating members of the
organization
Controlling
Monitoring and correcting
activities
The Management Process
The managers primary responsibility is
to carry out the management process.
The next slide will illustrate the basic
definitions and interrelationships of the
basic managerial functions:
The Managerial Process
ACTIVITY Who Is the Manager?
1. College Dean?
2. Police officer?
3. Surgeon?
4. Web-designer?
5. Football coach?
6. Chef?
7. Managing your checking account?

The Managers Job Is To:
PLAN:
A manager cannot operate effectively
unless he or she has long range plans.
A plan for each days work:
What is to be done, and why do it?
When is it to be done, and how will it be
done?
Who is to do the job?
Where should it be done?
The Manager Must Organize
When there is more than one employee
needed to carry out a plan.
Then organization is needed.
A team must be formed.
Each job must be carefully defined in
terms of what is to be done.
Establish delegation of responsibility.
The Manager Must Control
Control means?
A method of
checking up to find
what has been done
and what must be
done.
A manager must
know how well
employees are
performing.
Kinds of Managers
Managing at Different
Levels of the
organization:
Top Managers
Small group of executives
who manage the overall
organization, the strategic
level.
Middle Managers
A large group that implement
the strategies developed at
the top.
Kinds of Managers
First-Line Managers
Supervise and
coordinate the
activities of operating
employees.

Kinds of Managers by
Level and Area
Managing in Different
Areas of the Organization
Marketing Managers
Financial Managers
Operations
Managers
Human Resource
Managers
Administrative
Managers
Specialized
Management
Basic Managerial Roles and Skills
Regardless of level or
area within an
organization, all
managers must play
certain roles and
exhibit certain skills in
order to be successful,
such as:
Do certain things.
Meet certain needs.
Have certain
responsibilities.
Managerial Skills
In addition to fulfilling
roles, managers also
need a number of
specific skills.
The most fundamental
management skills are:
Technical
Interpersonal
Conceptual
Diagnostic
Communication
Decision-making
Time-management
Technical Skills
Necessary to
accomplish or
understand the
specific kind of work
being done.
These skills are
especially important
for first line
managers.
Interpersonal Skills
The ability to
communicate with,
understand, and
motivate both
individuals and groups.
Be able to get along
with:
Subordinates
Peers
Those at higher levels

Conceptual Skills
A managers ability to
think in the abstract.
The mental capacity to:
Understand organizational
goals and its environment.
How the organization is
structured.
Viewing the organization
as system.
Diagnostic Skills
Skills that enable a
manager to visualize
the most appropriate
response to a
situation.
Communication Skills
A managers
abilities both to
effectively convey
ideas and
information to others
and to effectively
receive ideas and
information from
others.
Decision-Making Skills
A managers ability
to correctly
recognize and
define problems and
opportunities and to
then select an
appropriate course
of action to solve
problems and
capitalize on
opportunities.
Time-Management Skills
The managers
ability to prioritize
work, to work
efficiently, and to
delegate
appropriately.
Becoming a Manager
How does one acquire the skills
necessary to blend the science and art
of management to become successful
manager?
Observe the next slide it will become
clear how this generally happens:
Figure 1.4: Sources of
Management Skills
The Nature of Management
The managers job is
fraught with:
Uncertainty
Change
Interruption
Fragmented activities
A Manager Must be a Leader of Employees
It means overseeing the
team by influencing the
employees to get the
job done.
Motivating employees.
Creating an
environment that makes
employees work
efficiently.
Managers get
employees to put forth
their best effort.
You Have Been Assigned As
Manager of Your Group
The manager whose place you are
taking is being left on the job for a
period to train you, but he is not training
you.
You find the previous manager has
been running a one person show.
The morale of the employees really
could be better.
What are you going to do?

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