MANAGEMENT:

Management in all business and organizational activities is the act of getting people together
to accomplish desired goals and objectives using available resources efficiently and effectively.

Management comprises planning, organizing, staffing, leading or directing, and controlling

an organization (a group of one or more people or entities) or effort for the purpose of
accomplishing a goal. The size of management can range from one person in a small
organization to hundreds or thousands of managers in multinational companies.
Management tries to improve the working of organization employees on the basis of this
principle.
“It's Always the People-Help People do Their Best Work”

ENGINEERING MANAGEMENT:
Engineering Management is a specialized form of management that is required to
successfully lead engineering or technical personnel and projects. The term can be used to
describe either functional management or project management.

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. Technically inept managers tend to be deprived of support by their technical
team, and non-commercial managers tend to lack commercial acumen to deliver in a market.
Largely, engineering managers manage engineers who are driven by non-entrepreneurial
thinking, thus require the necessary people skills to coach, mentor and motivate technical
professionals.

Engineering professionals joining manufacturing companies sometimes become

engineering managers after a period of time. They are required to learn how to manage once
they are on the job, though this is usually an ineffective way to develop managerial abilities.

IMPORTANCE OF ENGINEERING MANAGEMENT:

The field of engineering management has now become of such a great importance that
in many engineering institutes it is now being taught as a separate subject. This is because the
world has come to realize that if we have to make our engineering industry prosper we have to
take help from engineering management and without the help of this knowledge we shall not be
able to make this industry much profitable.

There are a number of societies and organizations dedicated to the field of engineering
management. One of the largest societies is a division of IEEE, the Engineering Management
Society, which regularly publishes a trade magazine. Another prominent professional
organization in the field is the American Society of Engineering Management, which was
founded in 1979 by a group of 20 engineering managers from industry.
 PROJECT OR PROGRAM MANAGEMENT:
Project management is the discipline of planning, organizing, securing and managing
resources to bring about the successful completion of specific project goals and objectives

A project is a temporary endeavor, having a defined beginning and end (usually constrained by
date, but can be by funding or deliverables), undertaken to meet unique goals and objectives,
usually to bring about beneficial change or added value.

In the field of engineering management usually refers to the word “Project

Management” because of the reason that profit is to be earned by the successful manipulation
of the projects and the profitable handling of them.

SUCCESFUL LESSONS LEARNED FORM

ENGINEERING MANAGEMENT
Many engineering managers came to management through the technical ranks.
Although they may have had plenty of engineering training and mentoring, they frequently
learn management skills the hard way, through trial and error. Managers have two primary
jobs: to get the best work out of the people who work for you and to create an environment that
enables people to get work done (so they can do their best work).

1) Create an Environment That Enables Good Work:

The Golden Rule

"Treat others the way you'd like to be treated"

Is appropriate for many purely social aspects of life, but not always appropriate for work.

Effective managers learn how each member of their staff wants to be treated. Some
people want specific tasks and instructions, while others prefer more general information.
Some people are motivated by solving new, tough, complex problems, but others are only
comfortable when dealing with things they already know how to do to.

2) Emphasize results, not time:

Many organizations reward people based on the amount of time they spend at a job,
not the results they achieve. However, hours on the job may not correlate with productivity. If
you really want to improve an organization's productivity and efficiency, consider permitting
everyone to work only 40 hours per week.

When people are at work more than 40 hours per week, they start taking care of their
business at work. They pay bills and they call the people they haven't called because they've
been working. Once you create an environment where people get work done at work, and start
encouraging people to work no more than 40 hours per week, you can then reward people
based on what they can accomplish in 40 hours a week.
3) Admit your mistakes:
Everyone makes mistakes. They can range from forgetting a meeting to making a
crazy customer commitment. It's embarrassing to admit that you make mistakes. Many of us
think that we lose the respect of our group or peers when we admit mistakes.
If you don't make mistakes very often, you can actually gain respect when you admit
your errors. If you forget a meeting, and then apologize, the other person will understand you,
and eventually forgive you. Whatever you do, don't deny or ignore your mistakes. Ignoring a
problem doesn't make them go away, it turns the problem into a monster.

4) Commit to projects only after asking your staff if they can do it:
Considering the work before committing to it is one case where managing "up" is a
byproduct of respecting your staff. In addition, considering your staff's input may bring you
respect and loyalty from your staff.

CONCLUSION
Engineers can be good managers, if they think about managing their management performance
in a similar way to doing engineering: identifying how to manage your staff, and a willingness
to observe your own work.You don't have to do everything perfectly as a manager. You need to
do enough right to help people do their best work group and provide your staff with an
environment they can do their best work in.