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Engg MNGMNT PDF
Engg MNGMNT PDF
MANAGEMENT
Ch.E-404
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.
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MANAGEMENT
Supplying
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ENGINEERING MANAGEMENT
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).
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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 is a specialized form of management that is
required to successfully lead engineering or technical personnel and
projects.
Management of technical functions
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Personality Types
Myers-Briggs Type Indicator
Extrovert/Introvert (external/internal)
Sensing/iNtuitive (concrete/abstract)
Thinking/Feeling
Judging/Perceiving (planned/spontaneous)
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Person-job match
Identify areas for development
Anticipating and resolving conflict
Promoting diversity
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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
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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
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A: COMMUNICATION
C: HUMAN RELATIONS
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
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E: WORK SURVIVAL
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
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ASSIGNMENT
Online Assessments
Personal Style Inventory
Skills Inventory
http://www.d.umn.edu/careers/services/assess
ments.html
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Lecture 2
LEARNING OBJECTIVES
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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:
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Management in Organizations
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Organizing
Determining how best to
group activities and
resources.
Leading
Motivating members of the
organization
Controlling
Monitoring and correcting
activities
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ACTIVITY
1.
2.
3.
4.
5.
6.
7.
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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.
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Kinds of Managers
First-Line Managers
Supervise and
coordinate the
activities of operating
employees.
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Kinds of Managers by
Level and Area
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Managing in Different
Areas of the Organization
Marketing Managers
Financial Managers
Operations
Managers
Human Resource
Managers
Administrative
Managers
Specialized
Management
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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
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Technical Skills
Necessary to
accomplish or
understand the
specific kind of work
being done.
These skills are
especially important
for first line
managers.
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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
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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.
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Diagnostic Skills
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Communication Skills
A managers
abilities both to
effectively convey
ideas and
information to others
and to effectively
receive ideas and
information from
others.
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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.
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Time-Management Skills
The managers
ability to prioritize
work, to work
efficiently, and to
delegate
appropriately.
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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:
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Uncertainty
Change
Interruption
Fragmented activities
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