Week 1

ENGINEERING
MANAGEMENT
Engr. Charlton S. Inao
BULSU
Chapter 1
• 1 The field of engineering management
• 1.1. Function of the engineers
• 1.2. The engineer in the various types of organization
• 1.3. Engineering management
• 1.4. Process of management and requirements for the engineer’s job
• 1.5. How to become a successful engineer manager
• 2. Decision making
• 2.1. Decision making as a manager
• 2.2. Types of decision situations
• 2.3. The decision making process
• 2.4. Approaches in solving problems: quantitative and qualitative evaluations
• 2.5. Quantitative models for decision making
• 3. Planning
• 3.1. Nature and definition of planning
• 3.2. Planning at various management levels: strategic, intermediate, operational
• 3.3. The planning process: setting organization, divisional or unit goals, developing strategies or tactics to
reach goals, determine needs, setting standards
• 3.4. Types of plans: functional plans, plans with time horizon, plans according to frequency of use
• 3.5. Parts of various functional area plan: marketing plan, production plan, financial plan, human resource
plan
• 3.6. Parts of the strategic plan
• 3.7. Making planning effective: recognize the planning barrier and aids to planning
• 4. Organizing technical activities
Organizing technical activities
• 4.1. Organizing technical definition
• 4.2. Reasons for Organizing: guidelines for planning an organization designing the organizational
structure; reasons for having organizational chart
• 4.3. Fundamental relationships in organizational structures: purpose of the structure; delegation;
functions of an engineering department; span of control
• 4.4. Characteristics of organizational structures
• 4.5. Nature of formal and informal organizations: characteristics
• 4.6. Types of organizational structures: functional, product or market, matrix
• 4.7. Types of authority: line, staff, functional
• 4.8. The purpose of committees: classification
• 5. Staffing the Engineering organization
• 5.1. Staffing: definition and procedure
• 5.2. Human resource planning: recruitment-source of applicants, position description, sources for
recruitment; selection-qualifications, types of test;
• 5.3. Induction and orientation
• 5.4. Training and development: training programs for non-managers and managers
• 5.5. Performance appraisal: ways or tools in appraising performance
• 5.6. Employment decisions and separation
• 6. Communication
• 6.1. Origins, functions ,process and forms of communication
• 6.2. The barriers to communication, how to overcome barriers
• 6.3. Techniques for communicating in organization: downward, upward, horizontal

• . Management Information System: purpose and stages of MIS design

• 7. Motivation
• 7.1. Motivation: definition ,factors contributing to motivation
• 7.2. Theories of Motivation: Maslow’s Needs Hierarchy Theory, Herzberg’s Two-Factor Theory, Expectancy
Theory, Goal Setting Theory
• 7.3. Techniques of Motivation: through job design; rewards; employee participation; others for the
diverse work force
• 8. Controlling
• 8.1. Controlling: definition, importance, steps in control process
• 8.2. Types of control: feed forward, concurrent, feedback
• 8.3. Components of organizational control system
• 8.4. Strategic control systems: financial analysis, financial ratio analysis, identifying control problems
• 9. Leading
• 9.1. Leading: definition, bases of power, definition of leadership. Traits of effective leaders
• 9.2. Leadership skills: technical, human, conceptual
• 9.3. Behavioral approaches to leadership styles: ways leaders approach people, ways leaders uses power,
autocratic leadership, participative leadership, achievement-oriented leadership, free reign leadership, leaders
orientation towards tasks and people
• 9.4. Contingency approaches to leadership style: Fiedler’s Contingency model; Hersey and Blanchard
situational leadership model; Path goal model of leadership; Vroom’s Decision making model
•
• 10. Operations
• 10.1. Operations of management
• 10.2. Operation and the engineer
• 10.3. Types of transportation process manufacturing processors; service process
• 10.4. Important parts of productive system: product design; production planning and scheduling;
purchasing and materials management; inventory control; workflow layout; quality control
• 11.1. Marketing: definition; importance of marketing to management; marketing orientation; marketing
management system
• 11.2. The engineer and the four Ps of marketing: product, price, place, promotion
• 11.3. Strategic Marketing for Engineers: selecting a target market, factors used in selecting target market

• 11.4. Marketing mix: traditional, service extended

• 12.1. Finance function-definition/ nature
• 12.2. Determination of fund requirements: financing daily operations, firms credit services, purchase of
inventory, purchase of major asset
• 12.3. The sources of funds: short term; long term
• 12.4. Best source of financing
• 12.5. Firm’s financial health and its indicators

• 12.6. Risk management and Insurance: risk definition, types of risks, methods of dealing with
Engineering Management
• Engineering management is a specialized form
of management required to successfully lead
engineering or technical personnel and projects
and applies to either functional management or
project management. Engineering managers use
their training and experience to coach, mentor
and motivate technical professionals.
Common departments in a
corporation/company
• Corporate structured businesses typically
have five major departments,
including finance, marketing, operations
management, human resources and
information technology, so publicly traded
corporations may require all of these five
major divisions.
Field Of Mechanical Engineering

Mechanical engineers play key roles in a wide range of

industries including automotive, aerospace,

biotechnology, computers, electronics,

microelectromechanical systems, energy conversion,

robotics and automation, and manufacturing.

ME fields of Engineering
Management
• Defense Engineers:
• Research and Development Engineer:
• Product Design Engineer:
• Sales and Marketing Engineer:
• Tool Engineer:
• cutting tool design, press tool design, jigs, and fixtures.
• Production Engineer:

• Maintenance Engineer:
• Quality Assurance:
• Power Plant Engineer:

• Purchase Engineer:
Qualities of a Manager
1.Leadership. One of the most important skills of successful
engineering managers is the ability to lead a team to
accomplish their goals. ...
2.Decision-Making. ...
3.Responsibility. ...
4.Communication. ...
5.Attention to Detail. ...
6.Delegation. ...
How to become a good engineering manager
1.Respect for Autonomy. Most developers, especially talented
ones, hate meetings. ...
2.Strong Hiring Skills. ...
3.Agility. ...
4.Exceptional Communication Skills. ...
5.Patience. ...
6.Inclusiveness. ...
7.Advanced Prioritization Skills. ...
8.A Zero-Trust Approach.
• 9. Motivation
• 10 Advanced Coding Knowledge
• 11. Managerial Skills
• 12. An Ability to Quantify and Measure