person 1

1st slide: intro

2nd slide:
An engineering manager’s job is to assemble a team that’s fit for the task at
hand, to ensure that each team member has everything they need to do
their job, track progress and remove roadblocks, and generally, to keep a
steady course towards the desired outcomes
Management is the ability to control or deal with people and processes.
Those in management roles should be able to effectively delegate work
and ensure their employees are meeting company goals and expectations.
Leadership is the ability to influence or guide people within an organization
or business. Effective leaders know how to motivate and inspire their
teams. While in a leadership role, you need to set a good example for
others and define the expectations of your company or department.  Other
than having a great power to inspire people to give their best, great
engineering leaders also have a reputation of following their own path,
questioning the status quo and inspiring people to walk alongside them.
A few characteristics between these two terms are the same, including the
ability to work well with others. Those in both leadership and management
roles need to understand how their team operates and what tactics can
help them succeed.
person 2
More than just specialized knowledge, management requires an ability to
navigate numerous procedural, structural, and interpersonal challenges in
the process of guiding one's team to the completion of various goals.
there are four commonly accepted functions of management that
encompass these necessary skills.Consider what each of these functions
entails, as well as how each may look in action.

Planning
One main role of a manager is creating a plan to meet company goals and
objectives. This involves allocating employee resources and delegating
responsibilities, as well as setting realistic timelines and standards for
completion. Planning requires those in management roles to continuously
check on team progress in order to make small adjustments when
necessary, while still maintaining a clear picture of a company's larger aims
and goals.

Organizing
Along with planning, a manager's organizational skills can help to ensure a
company or departmental unit runs smoothly. From establishing internal
processes and structures to knowing which employees or teams are best
suited for specific tasks, keeping everyone and everything organized
throughout daily operations are important functions of management.

Organization isn't just about delegating tasks efficiently and making sure
employees have what they need to accomplish their tasks, however.
Managers also need to be able to reorganize in response to new
challenges. This could come into practice in the form of slightly adjusting
the timeline for a project or re-allocating tasks from one team to another.
Or, it could mean significantly altering a team's internal structure and roles
in response to company growth.

Leading
Managers should be comfortable and confident commanding their team
members’ daily tasks as well as during periods of significant change or
challenge. This involves projecting a strong sense of direction and
leadership when setting goals and communicating new processes,
products and services, or internal policy.

Leadership can manifest itself in a number of ways, including recognizing

when employees need an extra boost of reinforcement and praise to
handling conflicts between team members fairly and decisively. Often,
managers may function as leaders even during small personal interactions
by modeling supportive, encouraging, and motivational qualities.

Controlling
To ensure all of the above functions are working toward the success of a
company, managers should consistently monitor employee performance,
quality of work, and the efficiency and reliability of completed projects.
Control (and quality control) in management is about making sure the
ultimate goals of the business are being adequately met, as well as making
any necessary changes when they aren't.

Person 3
Now were going to talk about different people that contributed to modern
management philosophies
Frederick Winslow Taylor was an American mechanical engineer. He was
widely known for his methods to improve industrial efficiency. He was one
of the first management consultants.

Frederick Winslow Taylor is known as the Father of Scientific Management,

which also came to be known as “Taylorism.” Taylor believed that it was
the role and responsibility of manufacturing plant managers to
determine the best way for the worker to do a job, and to provide the
proper tools and training. He also believed in providing incentives for
performance.

Frederick Taylor's scientific management theory, also called the classical

management theory, emphasizes efficiency, according to Taylor, rather
than scolding employees for every minor mistake, employers should reward
workers for increased productivity.

"The principal object of management should be to secure the maximum

prosperity for the employer, coupled with the maximum prosperity for each
employee," said Taylor.
Frank (1868-1924) and Lillian Gilbreth (1878-1972) brought together two of
the main streams of management thinking over the past 100 years. On the
one hand, they followed the pioneering work in time and motion studies
begun by Frederick Winslow Taylor, and on the other they developed the
study of workplace psychology. Frank, who began his working life as a
bricklayer, closely observed the ways in which different men performed the
task and came to conclusions about the most efficient way. In one case he
increased the rate of laying bricks from 1,000 a day to 2,700 a day. Lillian
wrote a thesis on the psychology of management and her first notable
publication, “Psychology in the Workplace”, was serialised in a journal of
the Society of Industrial Engineers.

Henry Laurence Gantt was an American mechanical engineer and

management consultant who is best known for his work in the development
of scientific management. most popular legacy to management was
the Gantt Chart Accepted as a commonplace project management tool
today, it was an innovation of worldwide importance in the 1920s.
According to Gantt theory, a Gantt chart is a bar chart showing the
progression of time through the phases of a project. The charts can be
simple or complex, depending on the needs of the project manager and the
team. As you are deciding on how to manage a project, consider the
following:

1. The management theory of Henry Gantt dictates the use of both

resources and time when evaluating projects. Considering this, how many
people will be needed to complete the project?

2. Henry Gantt scientific management is a theory that incorporates

benchmarks in a project as a way to complete the project efficiently. What
are the milestones and their deadlines in your project?

3. How much time is needed to meet each of the milestone deadlines?

Person 4
Henri Fayol was a French coal-mine engineer, director of mines and
modern management theoretician His scientific management
theory forms the base for business administration and business
management. In the academic world, this is also known
as Fayolism. Henri Fayol provided one of the most influential modern
management concepts of his time.
The management theory of Henri Fayol includes 14 principles of
management. From these principles, Fayol concluded that management
should interact with personnel in five basic ways in order to control and
plan production.

1. Planning. According to Fayol's theory, management must plan and

schedule every part of industrial processes.

2. Organizing. Henri Fayol argued that in addition to planning a

manufacturing process, management must also make certain all of the
necessary resources (raw materials, personnel, etc.) came together at the
appropriate time of production.

3. Commanding. Henri Fayol's management theory states that

management must encourage and direct personnel activity.

4. Coordinating. According to the management theory of Henri Fayol,

management must make certain that personnel works together in a
cooperative fashion.

5. Controlling. The final management activity, according to Henri Fayol, is

for the manager to evaluate and ensure that personnel follow
management's commands.
Maximilian Karl Emil Weber was a German sociologist, historian, jurist, and
political economist regarded as among the most important theorists of the
development of modern Western society. was the first to use and describe
the term bureaucracy. This is also known as the bureaucratic theory of
management, bureaucratic management theory or the Max Weber
theory.
He believed bureaucracy was the most efficient way to set up an
organisation, administration and organizations. Max Weber believed that
Bureaucracy was a better than traditional structures. In a bureaucratic
organisation, everyone is treated equal and the division of labour is clearly
described for each employee. “Bureaucracy is an organisational structure
that is characterised by many rules, standardised processes, procedures
and requirements, number of desks, meticulous division of labour and
responsibility, clear hierarchies and professional, almost impersonal
interactions between employees”.

Abraham Harold Maslow was an American psychologist who was best

known for creating Maslow's hierarchy of needs

Maslow’s hierarchy of needs is relevant to organizational theory because

both are concerned with human motivation. Understanding what people
need—and how people’s needs differ—is an important part of effective
management. For example, some people work primarily for money, but
they also like to go to work because they enjoy feeling respected by others
and appreciated for their good work.

Maslow’s hierarchy of needs suggests that if a lower need is not met, then
the higher ones will be ignored. For example, if employees lack job security
and are worried that they will be fired, they will be far more concerned
about their financial well-being and meeting lower needs such as paying
rent, bills, etc. However, if employees receive adequate financial
compensation and have job security, meaningful group relationships and
praise for good work may be more important motivators.

The Hawthorne studies were conducted on workers at the Hawthorne plant

of the Western Electric Company by Elton Mayo and Fritz Roethlisberger in
the 1920s. The Hawthorne studies were part of a refocus on managerial
strategy incorporating the socio-psychological aspects of human behavior
in organizations. The studies originally looked into whether workers were
more responsive and worked more efficiently under certain environmental
conditions, such as improved lighting. Mayo and Roethlisberger found that
workers were more responsive to social factors—such as the people they
worked with on a team and the amount of interest their manager had in
their work—than the factors (lighting, etc.) the researchers had gone in to
inspect.

In 1974, Jerry B. Harvey, professor of management science at George

Washington University, outlined a common communication breakdown
which he coined the “Abilene Paradox,” which he explains is how the
inability to properly manage agreement can be an indication of dysfunction
within an organization. In other words, how is it that a group of people can
gather and discuss a plan, agree on the steps to take, and then proceed to
implement the plan when everyone involved was opposed to the idea all
along? The inability to properly manage agreement can have serious
consequences when it comes to workplace safety

Person 5
Theory X and Theory Y were first explained by McGregor in his book, "The
Human Side of Enterprise," and they refer to two styles of management –
authoritarian (Theory X) and participative (Theory Y

Theory X

If you believe that your team members dislike their work and have
little motivation, then, according to McGregor, you'll likely use an
authoritarian style of management. This approach is very "hands-on"
and usually involves micromanaging people's work to ensure that it
gets done properly. McGregor called this Theory X.

According to McGregor, organizations with a Theory X approach tend to

have several tiers of managers and supervisors to oversee and direct
workers. Authority is rarely delegated, and control remains firmly
centralized. Managers are more authoritarian and actively intervene to get
things done.

Theory Y

On the other hand, if you believe that your people take pride in their work
and see it as a challenge , then you'll more likely adopt a participative
management style. Managers who use this approach trust their people to
take ownership of their work and do it effectively by themselves. McGregor
called this Theory Y.
The approach that you take will have a significant impact on your ability to
motivate your team members. So, it's important to understand how your
perceptions of what motivates them can shape your management style.

Theory Y managers have an optimistic, positive opinion of their people, and

they use a decentralized, participative management style. This encourages
a more collaborative , trust-based  relationship between managers and
their team members.
People have greater responsibility, and managers encourage them to
develop their skills and suggest improvements. Appraisals are regular but,
unlike in Theory X organizations, they are used to encourage open
communication rather than control staff.

Jack Welch was heralded by many as the greatest leader of his era. As
CEO of General Electric from 1981 to 2001, he transformed it from a
company known for appliances and lightbulbs to a multinational corporation
that stretched into financial services and media as well as industrial
products.
The following analysis will describe the basic principles of the Welch
management system. Within each principle are specifics, subtleties and
case histories to which entire books have been devoted. These five points
will address the larger picture.

1. Change is good; don't be afraid of it. Welch insists that his

managers, from senior level on down, "embrace change."

Lead a company, don't over-manage it. At one time, most senior

managers performed only limited functions. They watched, supervised and
dictated orders to their underlings. Isolated from their subordinates and
employees, these top managers could neither inspire them nor grant them
permission to take initiatives not mandated from the top down.
Welch abhors this approach. He often said that he wants his top people to
lead not manage. Managers control, they don't facilitate, says Welch. Hire
and develop managers who can energize, excite and control. The
ideal manager, according to Welch, is one who shares his vision, has
boundless energy, and possesses the ability to radiate enthusiasm and
ignite that flame in other employees. Acknowledge the facts and exploit
them for advantage or eliminate their negative impact. CEOs and all
managers who deliberately ignore the facts of their business, the business
environment, and general market and economic conditions are doomed to
fail, according to Welch. Be focused, be consistent and follow up on
every detail. Focus, consistency and follow-up may be described as Jack
Welch's mantra.