Handout #1 Management

Engr. Keneth Sedilla

IE 001 Engineering Management

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Management
The art of getting things done through people.

The process of monitoring performance against goals,

intervening when goals are not met, and taking
corrective action.

Management Skills

Incentive

Robert L. Katz identified the needed management skills to

pursue the managerial roles of a manager in 1974

Competencies
A managers skills, values, and motivational preferences.

A factor, monetary or nonmonetary, that motivates

individuals to pursue a particular course of action.

Leading and Developing Employees

Leading

Skills that include mastery of specific equipment or

following technical procedures.

The process of motivating, influencing, and directing

others in the organization to work productively in pursuit
of organization goals.

Conceptual Skills

Developing Employees

Technical Skills

The ability to see the big picture.

Human Skills
Skills that managers need, including the abilities to
communicate, persuade, manage conflict, motivate,
coach, negotiate, and lead

Functions of Management
(Henri Fayol)
Planning & Strategizing

The task of hiring, training, mentoring, and rewarding

employees in an organization, including other
managers.

Human capital
The knowledge, skills, and capabilities embedded in
individuals.

Managerial Roles
Specific behaviors
management.

associated

with

the

task

of

Planning
A formal process whereby managers choose goals,
identify actions to attain those goals, allocate
responsibility for implementing actions to specific
individuals or units, measure the success of actions by
comparing actual results against the goals, and revise
plans accordingly.

Strategizing
The process of thinking through on a continual basis
what strategies an organization should pursue to attain
its goals.

Strategy
An action that managers take to attain the goals of
an organization.

Organizing
Organizing
The process of deciding who within an organization will
perform what tasks, where decisions will be made, who
reports to whom, and how different parts of the
organization will coordinate their activities to pursue a
common goal.

Controlling
Controlling

Interpersonal Role
Interpersonal roles are roles that involve interacting with
other people inside and outside the organization.

Informational Role
Informational roles are concerned with collecting,
processing, and disseminating information.

Decisional Role
Managerial roles that revolve around making choices

Handout #1 Management

Engr. Keneth Sedilla

IE 001 Engineering Management

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Managerial Values
Another important characteristic of successful managers is
the values they hold and the strength of those values.

Values
Stable, evaluative beliefs that guide our preferences for
outcomes or courses of action in a variety of situations.

Enacted values
Values that actually guide behavior.

Espoused values
What people say is important to them.

Ethical values
Values that society expects people to follow because
they distinguish right from wrong in that society.

Shared values
Values held in common by several people.

Managerial Motivation
Along with the right combination of managerial skills and
values, truly great managers also possess needs that
motivate them to manage others effectively. Several
specific managerial motivations have been discussed
over the years, but the four discussed here stand out.

Personalized Power Orientation

Seeking power for personal gain.

Socialized Power Orientation

Accumulating power to achieve social or organizational
objectives.

1.
2.
3.
4.

Desire to Compete for Management Jobs

Desire to Exercise Power
Desire to Be Distinct or Different
Desire to Take Action

Types of Managers
Managers are found at multiple levels in an organization.
They may lead an entire organization or they may head
functions, departments, or units.
There are three main types of managers: general
managers, functional managers, and frontline managers.

General Managers
Managers responsible for the overall performance of an
organization or one of its major self-contained subunits
or divisions.

Functional Managers
Managers responsible for leading a particular function
or a subunit within a function.

Frontline Managers
Managers who manage employees who are themselves
not managers.