PACURE, FLORENELL FAITH V.

BSCE 2A

1.Define and explain Engineering Management.

Engineering management abilities refer to the

interdisciplinary skills required in the middle

engineering career stage, in which engineers shift

their job skills, from reduction approaches to problem-

solving toward practices of management. Engineering

management is the discipline where engineers combine

management skills with technical expertise to

coordinate work in various technical fields such

as product design, development, and manufacturing. A

person working in engineering management usually has an

undergraduate degree in an engineering field, as well

as a master's degree in engineering management. The aim

of the field is to combine practical knowledge of the

business side of engineered things — including the

financial side of the business, as well as human

resource management, communications, and other things

that impact the overall success of the product as a

commercial entity — with technical knowledge of design

and engineering.
PACURE, FLORENELL FAITH V. BSCE 2A

2.Describe the different “Levels of Management.

 Administrative, Managerial, or Top Level of

Management - This level of management consists

of an organization’s board of directors and the

chief executive or managing director. It is the

ultimate source of power and authority, since

it oversees the goals, policies, and procedures

of a company. Their main priority is on the

strategic planning and execution of the overall

business success. 

 Executive or Middle Level of Management -

The branch and departmental managers form this

middle management level. These people are

directly accountable to top management for the

functioning of their respective departments,

devoting more time to organizational and

directional functions. For smaller

organizations, there is often only one layer of

middle management, but larger enterprises can

PACURE, FLORENELL FAITH V. BSCE 2A

see senior and junior levels within this middle

section. 

 Supervisory, Operative, or Lower Level of

Management  -This level of management consists

of supervisors, foremen, section officers,

superintendents, and all other executives whose

work must do largely with HR oversight and the

direction of operative employees. Simply put,

managers at the lower level are primarily

concerned with the execution and coordination

of day-to-day workflow that ensure completion

of projects and that deliverables are met. 

3.Describe the 3 important “Management Skills”

 Conceptual Skill- Conceptual skill is the ability

to see the “big picture,” to recognize significant

elements in a situation and to understand the

relationships among the elements.Conceptual skill

is the ability to coordinate and integrates all of

an organization’s interests and activities.

PACURE, FLORENELL FAITH V. BSCE 2A

It requires having the ability to visualize the

enterprise as a whole, to envision all the functions

involved in a given situation or circumstance, to

understand how its parts depend on one another and

anticipate how a change in any of its parts will affect

the whole.

 Interpersonal and Communication Skills-

Communication skill for a manager is a must.  The

manager must be able to convey ideas and

information to others and receive information and

ideas from others effectively.

 Decision-Making Skill-In simple words, a manager’s

job is to make decisions that will lead the

organization to the attainment of is goals.Decision

making skill is the skill that makes a manager able

to recognize opportunities and threat and then

select an appropriate course of action to tackle

them efficiently so that the organization can

benefit them.
PACURE, FLORENELL FAITH V. BSCE 2A

4.Explain the “steps in decision making”.

 Identify the decision to be made 

What is the problem on hand, What is the objective

to be achieved , How the decision will impact people
or the organization and Urgency and criticality of
the decision

 Gather relevant information

It is important to gather all relevant information

about the decision to be made with regards to above
mentioned points. It will include identifying all
various parties, stakeholders who will part of the
decision, how the decision will be impact different
groups or individuals or the organization etc.

 Identify the options

We need to identify clearly all the available

alternative options, paths or actions for the
decision to be made. 

 Evaluate the evidence

Evaluating all the options with their pros and cons

needs to be carried out

 Choose among alternatives

Choose the best alternative based on the above

careful analysis of all the alternatives.
PACURE, FLORENELL FAITH V. BSCE 2A

 Implement the chosen alternative

Implement the actions associated with the

alternative path or option being selected.

 Analyse the results

We need to analyse the outcome achieved after the

implementation of the actions selected in the above
step.

5.Explain the different “Internal and External

Environment” of the business organization, what are

their roles or influence in the organization.

 Internal Environment is that part of the business

environment which is concerned with the different

factors present within the organization. It

comprises of conditions, forces, members and events

which has the capability to influence the company’s

decisions and operations.It determines the

procedures and methods in which activities are

carried out in the organization, as well as it

includes all of the immediate and information

resources, such as technical, financial and

physical resources of the organization. 

PACURE, FLORENELL FAITH V. BSCE 2A

 External Business environment comprises of all the

extrinsic factors, influences, events, entities and

conditions, often existing outside the company’s

boundaries but they have a significant influence on

the operation, performance, profitability and

survival of the business enterprise.

BASIS FOR INTERNAL

EXTERNAL ENVIRONMENT
COMPARISON ENVIRONMENT

Meaning Internal External Environment

Environment refers is a set of all the

to all the inlying exogenous forces that

forces and have the potential to

conditions present affect the

within the company, organization's

which can affect performance,

the company's profitability, and

working. functionality.

Nature Controllable Uncontrollable

PACURE, FLORENELL FAITH V. BSCE 2A

BASIS FOR INTERNAL

EXTERNAL ENVIRONMENT
COMPARISON ENVIRONMENT

Comprise Strengths and Opportunities and

of weaknesses threats

Affects Company only All companies

operating in the

industry

Bearing on Business Strategy, Business survival,

functions and growth, reputation,

decisions expansion, etc.