Final Dissertation Rev A

Final Assignment
Student No: 221149451
DECLARATION
I Fungai Hamudikuwanda declare that the research document submitted in

partial fulfillment of the Masters in Engineering Management to the University of
Johannesburg is my work and has not previously been submitted to another
university or institution of higher education for a degree.
27/05/2023
Signed………………...... Date…………………
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ABSTRACT
Due to constant shifts in market realities and business conditions encountered
by customers and organizations, engineers used to only be employed as
specialists. Particularly in technical professions, the scope of engineers' labor
has drastically shifted across industries. Engineers of today are expected to
manage people and operating systems in addition to taking on strategic
leadership roles within organizations to ensure that they remain flexible enough
to respond to the complex and ongoing economic changes that may affect
them. Restructuring engineering work, engineering jobs, and working methods
are all part of strategic planning.
This research provides a knowledge base of the topics covered during the
engineering management course. The engineering management module had
four main topics namely, introduction to engineering management, leadership,
and organizational management, strategic planning, and management of
technology. Key elements related to these four topics were researched using
peer-reviewed information sources. This research finds that the engineering
management theory is principally aligned with practice. Engineering
Management is intended to empower engineers who wish to grow into
management roles and become effective.
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Contents
DECLARATION .............................................................................................................. 1
ABSTRACT ..................................................................................................................... 2
INTRODUCTION .................................................................................................... 5
RESEARCH METHODOLOGY ............................................................................. 5
2.1 Research Strategy ............................................................................................. 6
2.2 Research Process .............................................................................................. 6
2.3 Ethical consideration ........................................................................................ 6
2.4 Research limitations.......................................................................................... 6
BODY OF RESEARCH ........................................................................................... 6
3.1 Introduction to Engineering Management ........................................................ 7
3.1.1 Engineering Management Definition ....................................................... 7
3.1.2 Communication ........................................................................................ 7
3.1.3 Personal Management.............................................................................. 8
3.1.4 Nature and Function of Organization ....................................................... 9
3.1.5 Integrated Management Model .............................................................10
3.1.6 School of Management Thought ............................................................11
3.1.7 Managing Knowledge Worker ................................................................11
3.2 Leadership and Organizational Manager ........................................................12
3.2.1 Management Systems and Systems Thinking ........................................13
3.2.2 Leadership...............................................................................................13
3.2.3 Teaming ..................................................................................................14
3.2.4 Operational Management ......................................................................15
3.2.5 Ethical Management ...............................................................................16
3.3 Strategic Planning ...........................................................................................16
3.3.1 Strategic Management ...........................................................................17
3.3.2 Strategic Formulation .............................................................................17
3.3.3 Executing the Strategy ............................................................................18
3.3.4 Performance Measurement, Control, and Evaluation............................18
Types of program evaluation ..................................................................................19
3.4 Management of technology ............................................................................20
3.4.1 Role of Innovation ..................................................................................20
3.4.2 Research and Development Management .............................................21
3.4.3 Strategic Management of Innovation .....................................................21
3.4.4 Innovation strategy .................................................................................21
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3.4.5 Innovation Best Practices .......................................................................21

3.4.6 New product development .....................................................................22
3.4.7 Contract, patent, copyright, trademark, and IP......................................22
Conclusion ..............................................................................................................22
References ..............................................................................................................24
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INTRODUCTION
Changes in the engineering industry are required as a result of the substantial
trends and difficulties that organizations are facing. Organizations are now
required to hunt for engineers who also have managerial capabilities due to
political and economic concerns. In addition to providing technical expertise in
their particular engineering area, engineers are now also taking on leadership
responsibilities in several Organizations, according to Perry et al. (2017:2). The
integration of engineering and management is increasingly demanded of
engineers. To position the company within the market, engineers at
management levels are responsible for building sustainable work methods,
integrating new services or products, and overseeing the organization's
mission. Engineers should design or improve systems at the operational level to
guarantee the best use of resources, assist, and coordinate workers to meet
predetermined standards and quality of services. But what abilities are
necessary for an engineer to succeed in their position as an engineering
manager?
Furthermore, how can they be developed? In general, any leader is expected to

continuously self-develop, coach, and mentor others, be strategic thinker, be
ethical in their practice, and be innovative. Excelling in a role as an Engineer
will not necessarily make an Engineer a great leader. As Perry et al. (2017:2)
found out, often when an organization’s best Engineer is appointed in a
leadership role, the organization loses its best Engineer but gained the worse
leader. Engineers are being perceived as poor Organizational leaders due to
their lack of leadership skills such as:
Poor communication skills making difficult for Engineers to communicate
effectively in a strategic position.
 Lack of people skills

 Lack of emotional intelligence to mentor and motivate others.
As a response to these challenges, leadership programs in Engineering

Management have been developed to equip Engineering Managers to become
innovative leaders within their organizations.
For engineers to succeed in their management jobs and develop into effective
organizational leaders, this research project aims to emphasize some of the
talents they need to possess. It also stresses the significance of cultivating a
growth mindset. In addition, firms must utilize technology to help them come up
with creative ideas and stay competitive.
Engineers are taught business management and administrative skills in the
discipline of engineering management. This study provides a survey of previous
studies on engineering management that have undergone peer review.
RESEARCH METHODOLOGY
The subjects, tools, and circumstances that the research was conducted in are
all covered in this chapter.
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2.1 Research Strategy

The research, which focused on management, leadership, and
engineering management, was conducted utilizing tried-and-true
procedures by conducting peer reviews of published publications.
Engineering management, communication skills, personal mastery,
innovation, strategic thinking, management of technology, strategic
management, leadership, and organizational structures were reviewed
as they are deemed necessary in the development of engineers as
managers. These topics served as the foundation for this research.
2.2 Research Process

To find core business management ideas that can also be applied to
help engineers become effective engineering managers and powerful
organizational leaders, perform peer review utilizing journals and books
from the UJ library. Write a literature review that draws from the
materials you've read to emphasize the fundamental competencies an
engineer needs in a management position.
2.3 Ethical consideration

University of Johannesburg plagiarism rules were adhered to. All the
material used in this study was referenced according to the rules of
referencing by the University.
2.4 Research limitations
Limitations experienced during the research were:
 Only journals and books from the University of Johannesburg database

were used to perform the study.
 Only one method of study was used. Other methods such as conducting
surveys or conducting interviews with Engineers and qualitative and
quantitative data collection were not done.
BODY OF RESEARCH
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3.1 Introduction to Engineering Management
3.1.1 Engineering Management Definition
Engineering management, according to Norsuzila et al. (2014: 43), is a

management method that integrates the engineering and management
fields to create candidates who can effectively interact with others and
draw up a strategy list of tasks to meet organizational objectives.
Creating crucial phases while making a decision, necessitates the
capacity for decision-making as well as the use of developed models.
According to WANG et al. (2017: 69), engineering managers now build
systems that enable change rather than the control systems they once
did. Engineering management develops, implements, and tracks more
effective, cost-effective business processes and strategies for all
departments inside an organization by using industrial engineering
knowledge and abilities.
3.1.2 Communication
Ozyilmaz and Taner (2018: 2) define communication skills as the

capacity to convey messages. One of the most important tools people
use to interact in industries is communication. One can provide context
that encourages good performance if they have the proper
communication abilities. Active listening, written communication, and
verbal communication are all forms of communication. Organizations
communicate via a variety of channels, including meetings, interviews,
presentations, phone calls, emails, reports, social media, and body
language. The ability to transfer messages at the appropriate time is a
feature of effective communication.
According to Galindo, Gregori, and Martnez (2020:103), oral
presentation skills are crucial but regrettably underdeveloped in the
scientific community. There is a need to investigate through studies
principles that can be used to develop oral presentation skills.
Communication is the transfer of relevant information using the most
effective medium Meid (2014). The communication process is complete
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once the message is understood and the receiver has responded

appropriately to the communication Meid (2014)Communication needs
to be effective for it to be successful and its effectiveness is largely
dependent on the correct medium being used Meid (2014).
Communication must be planned before execution of any project as this
will help prevent any miscommunication that may be detrimental. It is
also a process by which to plan for communication management
comprising various inputs, tools, and techniques and lastly, outputs is
proposed Meid (2014)
There must be a procedure in place to guarantee that a communication
management plan is followed once it has been implemented. According
to Meid (2014), managing communications is a process for controlling a
communication strategy made up of multiple inputs, tools, and
strategies, followed by outputs. A communication system must be
monitored continuously by providing feedback that is used to improve
the process Meid (2014).
3.1.3 Personal Management
Personal commitment to preventing or achieving particular

consequences is the foundation of personal responsibility Eren (2017).
According to Farrell (2017:215), a leader must exhibit personal
management skills, such as time management, and must have the plan
to guarantee that time is used as efficiently as possible to fulfill both
personal and organizational goals. Each leader must assess their time
management style and choose the strategies that will work best for
them. In an organization, a leader might make use of tactics including
planning, goal-setting, delegation, decision-making authority, and work-
life balance. If a boss handles time, including both personal and
organizational time. In concentrating on the most important tasks, time
management includes doing refines of the organization's vision and
goals.
According to Andreas Jaeger (2018:2), there is a connection between a
person's professional and personal development for their personal and
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professional life. A person might utilize the process to evaluate how their
life is going currently and consider how to make their environment better.
Continuous learning enhances one's knowledge and may also foster a
positive outlook for an organization to enhance its business excellence
supported by qualified personnel.
Procrastination must be avoided and discipline must be practiced
(Wicker, 2009). Prioritizing activities, creating an action plan, and
meeting deadlines are all necessary Wicker (2009). To organize
themselves, people must employ information technology tools like
electronic calendars, task lists, and contacts Wicker (2009).
By completing work faster while maintaining quality, one must identify

ways to make the most of their time Farrell (2017). Determine which
tasks to complete first by setting goals based on personal and
organizational priorities . A key time management strategy is delegation.
To whom and which responsibilities can be assigned, however, must be
carefully considered Farrell (2017). To foster a culture where time is
valued as a commodity, managers should show consideration for others'
time. Additionally, one needs to strike a balance between work and
leisure time Farrell (2017).
3.1.4 Nature and Function of Organization
An organization is a complex system established to have a collective

effort toward a desired result Dos Santos(2016). The several
organizational levels, from support staff to the board of directors, make
up the basic elements. According to company standards and
management techniques, the coordination mechanism governs how the
business is run. Vertical, horizontal, and selective decentralization are
different types of autonomy or decentralization that can occur in an
organization. Additionally, there are many different organizational
structures, including dimensionalized form, adhocracy, machine
bureaucracy, professional bureaucracy, and basic structure Dos Santos
( 2016).
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According to Moalusi and Coetzee (2018:1), firms or organizations are

created for a variety of reasons, including market demand, economic
empowerment, and the pursuit of common objectives.
Entrepreneurs are sole traders, private corporations, or self-employed
people with few responsibilities, according to Scholin et al. (2017:199).
According to Dorsch et al. (2020:2), mission statements support an
organizational structure that outlines goals and a course of action.
Engineering, Marketing, Finances, Sales, and Communications are just
a few of the departments that an organizational structure might include.
A mission statement explains the organization's purpose to all
stakeholders, according to Dorsch et al. (2020:2). The mission
statement gives internal staff members guidance on what is expected of
them.
3.1.5 Integrated Management Model
A management style is a tool that unifies all business operating systems

and procedures and creates a framework to guide the firm, according to
Dutot & Dutot (2017:351). Management may manage and control its
personnel based on attitude and leadership, which enhances the
perception of the organization. Cultural systems, operational systems,
and routine contact are all parts of the management style.
"Integrated management system (IMS) deals with the integration of
three management systems, namely Quality Management Systems
(QMS), Environmental Management Systems (EMS), and Safety
Management Systems and Occupational Health (OHSMS) systems,
which are most commonly used by organizations worldwide." (2013) De
Oliveira. According to Gianni, Gotzamani, and Tsiotras (2017), there is
insufficient evidence to say if integrating management systems
enhances business performance.
A systems method for aligning a company's activities and resources so
that the same goals are attained is the construction of a management
model Khatle( 2012).
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According to Gianni, Gotzamani, and Tsiotras (2017), an organization's

resources, which comprise both tangible and intangible assets, can be
divided into three categories: organizational, technological, and human.
The implementation of the IMS model, where all the assets as described
above combine to form a "synergetic" IMS model, is affected by several
elements, including organizational culture, technical direction, and
stakeholders Gianni, Gotzamani, and Tsiotras, (2017).
The level of integration is directly proportional to the allocation of
resources toward achieving integration Gianni, Gotzamani, and
Tsiotras, (2017).
3.1.6 School of Management Thought
Theories from the school of engineering management are applied as

guiding principles for how managers and organizational leaders should
behave in both their personal and professional lives. According to
Sebastian et al. (2019:592-593), management duties include a variety
of tasks that assure an organization achieves its goals, including
planning, budgeting, structure, staffing positions, measuring
performance, and problem-solving. The importance of management and
the difficulty of the challenge it represents are not enough
acknowledged. As it relates to guiding the organization into the future
based on its vision, leadership differs from management. By inspiring
and encouraging others, a leader can get others to buy into a concept.
Leaders are expected to go beyond their call of duty for the common
goal of the organization.
3.1.7 Managing Knowledge Worker
Success in any organization depends on how motivated its personnel

are. Employees who lack motivation frequently exhibit low levels of
production and efficiency. In their analysis of the Maslow hierarchy and
the physiologic needs of people, Hale et al. (2019: 11-112) looked at
basic human needs. The updated Maslow hierarchy was presented as
a structured circle because all needs are equal and interdependent in
current society.
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According to Atapattus (2018;356), numerous projects have failed

because seasoned employees are reluctant to communicate their
development ambitions, which can aid a company in achieving its goals.
Implementing cooperation, recognizing top performers, offering training
and development, and monitoring and analyzing performance are all
ways to attain high performance.
3.2 Leadership and Organizational Manager
(Kim et al., 2019), states that the organizational structure is related to the
distribution and management of all organizational power and resources, by
logically segmenting units and positions based on how they interact.
Organizational structure determines the type of leadership needed in an
organization.
The following are two types of organizational structures that Kim et al.(2019)
mention.
• Centralization is the term used to describe an organization in which
senior management primarily exercises control over resources,
information, and important decisions. Because of the dependence
on and discretion imposed by fixed boundaries and the constrained
nature of the work, opportunities for people at lower levels are
constrained.
• Formalization refers to the formalized standards and procedures that
are used to define the communication style within the organization.
Employee empowerment can be positively impacted by
formalization.
By examining two different types of divisions within the organization, primarily
those linked with the organization's primary objectives and divisions that
perform activities to support employees, Pereira and Grubich. (2018) developed
a method that could measure the maturity of organizational structure. The
following was taken into account as the mathematical method was proposed
• The effectiveness of the organization depends on how correctly the
organization structure is built.
• All, systematic processes should be implemented within the
organizational structure.
• The structure must be linked with the organization's business process.
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• An organization can make the required changes and implement

management systems in time.
3.2.1 Management Systems and Systems Thinking
According to ASME (2015), "Systems thinking is the ability to see connected

events as parts of a functioning system." To deconstruct and solve problems,
systems thinking approaches them holistically Dekkers (2015). According to
(Nagahi et al, 2020), there is a correlation between system thinking and
personality traits for solving complex problems. Managers must cultivate system
thinking abilities and character traits for organizations to run effectively.
Engineering managers can create capable engineering teams by evaluating
systems thinking.
Many organizations have failed even when individual managers are aware of
the impending problem due to the inability to see how they are part of a system
(Senge, 1994).
The seven learning disabilities
• I am my position
• The enemy is out there
• The illusion of taking charge
• The fixation on events
• The parable of the boiled frog
• The delusion of learning from experience
• The myth of the management team
Systems are interconnected systems that are created for people and
organizations, according to (Keating and Bradley, 2018). Engineers must
be able to comprehend and manage all socio-technical systems, including
political systems, to perform system engineering.
.
3.2.2 Leadership
Leadership is about motivating others to work toward common goals rather than
directing and ordering them Pidgeon (2017). Todnem (2021) asserts that
leadership is a collective effort to achieve a common objective. Effective
leadership is driven by performance management, which reflects the goals,
mission, and vision that define the organization's purpose. Instead of
participating in dishonest behavior for their financial benefit, a leader should
concentrate on the long-term triumphs of the firm. To assist sustainable
development, a leadership model is developed with the following objectives in
mind. Leadership, according to Larsson (2017), is a process that
encourages the achievement of corporate goals. Followers are guided by
leaders. The organizational structure, task-related behaviors, interpersonal
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interactions with co-workers, and change management were all considered

under the leadership theory.
Competencies of good leadership.
 Strategic thinking
 Strategic thinking
 Organizational skills
 Time management
 Effective teamwork
 Conflict resolution
 Risk management
 Decision making
 Problem-solving
 Policymaking
3.2.3 Teaming
According to Olson et al. (1998), teaming is the collaboration of individuals or

organizations toward a common objective. Teamwork, according to Pearlstein
(2020), is essential to how organizations run. So much so that employers today
view having the ability to lead teams as a crucial skill. The necessity for
colleges to allow students to work as teams demonstrate the advantages of
teams as well.
Stofillings et al.( 2020) looked at the difficulties that could come up when
working with diverse teams because of the various generations that might be
present in the workplace and their varied communication, leadership, and work
ethics. Due to cultural differences, the rapid pace of technological
advancements, and communication issues, managing multifunctional teams can
be difficult.
Organizational diversity is a collective level that shows the differences among

all employees, according to Zhang et al.(2017). Social divisions and
interpersonal conflicts can be brought on by diversity. The evaluation of
demographic yields data on workforce diversity. According to Presbyter( 2020),
the current environment necessitates collaboration among people from various
cultural and geographic backgrounds. Beliefs in social complexity may be
crucial for cross-cultural task performance. It also emphasizes the significance
of the adaptations that members of intercultural teams must make, this may not
be necessary when working with co-workers from the same culture, where
everyone is aware of cultural differences. Individuals must perform well across
a broad range of cultural contexts. Teaming can bring together a variety of
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experts who will collectively develop a more creative solution than any one
person could Olson et al.(1998).
3.2.4 Operational Management
Operational management, according to APICS (2011), is the management of

the provision of goods and services from a comprehensive or systems
perspective of the processes. Beery et al.(2021) assert that to assure efficacy
and impact on the company, decisions must be planned, organized, and put
into action.
According to Dror,(2019), choosing the right operational plans is crucial and
necessitates a careful assessment of complicated tasks and a knowledge of
how they relate to the strategic goals of the firm. The development of a strategy
matrix examines enhancements related to organizational goals. Every
significant priority is decomposed into actionable steps, and a list of operational
plans is created and ranked in order of significance.
3.2.4.1 Conflict Management
According to studies, conflicts arise naturally in every organization where

individuals collaborate Cristofaro et al.(2020). However, recognizing and
accepting conflict as a normal process that must be properly managed in due
course can be advantageous to both individuals and organizational
performance. Forceful, cooperative, evasive, pressuring for partnership, and
bargaining are all examples of conflict management techniques.
3.2.4.2 Negotiation
According to Frick ( 2020), the nature of business is relationship-based rather

than transactional, and negotiation research has largely ignored this fact in
favor of concentrating primarily on individual talents. The phases of talks vary,
and distribution and integration are two of them. These stages include planning,
bargaining, negotiating, coming up with potential solutions, and coming to an
agreement. Goal-gain negotiations take into account cost-benefit analysis; win-
win negotiations, in which both parties agree on minor points, or win-lose
negotiations, which are produced by customarily focused on losing rather than
winning.
According to Goldman and Cooper ( 2019), engineers frequently possess great

technical talents but lack soft skills like leadership, management, and
negotiating. Engineers must deal with budgetary and time constraints when
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working on projects, they need negotiating skills even when dealing with strictly
technical difficulties.
3.2.5 Ethical Management
According to Kaptein (1998), "Ethics management is the systematic and

coherent development of activities and the adoption of actions to
achieve the fundamental and legitimate expectations of stakeholders and to
effectively balance opposing expectations of stakeholders." When an
organization loses consumers and suppliers, it can suffer. Since corporations
have distinct corporate cultures and organizational structures from those of
individuals, they can be morally assessed. A business code of ethics, ethics
committees, an ombudsman, and ethics training are some of the tools that can
be used to manage business ethics.
According to Tang (2017), engineers are expected to do their work in a way

that always ensures the public's safety. Engineers should constantly adhere to
normal operating procedures to prevent scandal if a breakdown happens.
Ethics that deal with communication with clients and co-workers are classified
as Micro. Macro ethics, on the other hand, focuses on how professionals such
as engineers engage with society while being as sincere, honorable, and
responsible as engineers. Balloun( 2017) understands that as a corporation
grows, it will inevitably face ethical issues including corruption and proper
business procedures
3.3 Strategic Planning

According to Berry and Wechsler (1995), "strategic management is defined as a
systematic process for managing the organization and its future direction about
its environment and the demands of external stakeholders," which includes
"issue management," "analysis of agency strengths and weaknesses," "strategy
formulation," and "strategy implementation."
According to Bryason et al. (2018), strategic planning is the process of coming
up with intricate decisions and actions that shape and direct an organization's
outputs and goals. Strategic planning is a more extensive form of strategic
management that continuously integrates planning and execution. Promoting
practical actions is made easier with strategic planning. There are methods of
conducting strategic plans which include.
 basic strategic planning,
 issue-based planning,
 alignment model
 scenario planning
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3.3.1 Strategic Management
"Vital administration might be deﬁned as the proper and sensible mix of key
preparation and execution across an association in a continuous method for
improving the fulﬁlment of its central goal, meeting of commands, nonstop
learning, and supported making of public worth" Bryson, Berry and Yang(
2010).
As indicated by Vinzant (1996), key administration comprises three center
cycles:
• Planning
• Allocation of resources
• Control and evaluation ASME( 2015)
The strategic management model is broken down into three fundamental steps:
• Where are we currently? What assets do we possess in comparison to our
rivals?
• Which destination do we desire? Where do we want to be and what is
achievable?
• How can we reach there? What resources and strategies will get us there?
3.3.1.1 SWOT Analysis
Leiber et al (2018) characterized the SWOT examination as an instrument that
can be utilized to tie the hole between procedural difficulties and the execution
of effect estimation in an organized way. The assessment of internal and external
elements that may have an impact on an organization's operations, including a
study of opportunities, threats, opportunities, and weaknesses. SWOT analysis
offers a structured evaluation of issues that would aid in decision-making related
to the organization's strategies.
3.3.2 Strategic Formulation
According to Taylor et al. (2017), By structuring its resources and competencies

to create value in the markets it has selected, an organization establishes its
long-term direction through the process of strategy formation. Strategy
formulation is regarded to be separate from strategy execution, also known as
strategy deployment, even though they are both dependent on one another. It is
well known that management's strategy choices have a big influence on how
performance management systems are developed and put into place. A
successful strategy should result in "actionable" plans connected to decisions on
resource allocation. Effective strategy implementation requires alignment of the
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developed strategy with the organizational structure and systems, which makes
organization design the key concern. The chosen performance measures and key
performance indicators must also derive from the formulated strategy and be
demonstrably consistent with it, which is another fundamental tenet of strategy
implementation.
According to Pascha and Poister (2017), "strategic formulation deals with
establishing an overall direction for the organization, setting targets at various
levels of the organization, and developing strategic alternatives to achieve those
targets." According to Nwachukwu, Chladkova, and Fadeyi (2018), "the most
difficult part of the process of formulating a strategy is creating a strategic
identity and carrying out strategic analysis."
3.3.3 Executing the Strategy
The following factors were identified to promote the implementation of the

strategy from research by Zeps and Ribickis (2015):
• Exact formulation of the mission;
• Vision and objectives
• Regular oversight of the strategic action plan's objectives and duties.
• The organizational structure was put up by the strategy.
• Clearly defined internal processes
3.3.4 Performance Measurement, Control, and Evaluation
As per Barbato (2018) The exhibition of the board framework is intended to

screen the execution of authoritative plans, decide when plans come up short,
and tell the best way to further develop them. Execution estimation likewise
advances responsibility. Execution estimations consider assets that have been
monetarily utilized as expected. When evaluating an organization's performance,
performance measurements are an essential tool for providing users with
performance data. Performance measurements in public organizations foster
transparency, guarantee better outcomes, and make public accountability more
effective, thereby increasing accountability and stakeholder confidence.
Factors favoring the adoption of a performance evaluation system:
• Personnel with expertise in performance measurement who dedicate

resources to the measurement
• The information on the availability of sufficient data regarding the
operation of performance measurements.
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• Focus on the end goal

• The laying out of objectives and techniques for functional purposes.
• Expectations from outside. The accessibility of prerequisites leans toward
the reception of an exhibition estimation framework, e.g., a regulative
arrangement.
• Risk-taking and perspectives. Any performance measurement system
change's acceptance is heavily influenced by organizational culture.
Performance assessment is necessary as it ensures the strategy employed is

functional and can be improved Lagerstrom,( 2002).
The table below compares two methods of performance assessment.
3.3.4.1 Performance assessment

Types of Definition Focus Use
program
assessment
Performance Ongoing checks to see if The
measurement monitoring and objectives have mechanism for
reporting been met early warning.
Program Systematic examines the This might
evaluation study plan's impact in a lead to better
conducted wider context. outcomes.
periodically examines the offers a
usually by an effectiveness and thorough
external party motivations examination
behind certain
results
Types of program evaluation
The following table summarises the types of evaluations carried out on

programs.
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Type of evaluation Description

Process evaluation Confirms that the program is in harmony with
the real operation.
Outcome evaluation measurement of the plan's level of success in
achieving its goal-oriented outcomes
Impact evaluation Used when outcomes are impacted by
external influences. This makes it easier to
separate the program's contribution.
Cost-benefit and Evaluation of the financial worth of
cost-effectiveness delivering an output.
analyses
3.4 Management of technology
According to Trewin (2020), If technology is properly managed to provide

advantages and purchases at fair prices, it may be a valuable asset for an
enterprise. The group in charge of supervision should be developing approaches
for authoritative innovation. Easy access to information about an organization is
facilitated by improved communication within organizations and with external
stakeholders. Technology also enables organizations to create new and improved
products and services, realizing efficient and effective business processes.
3.4.1 Role of Innovation
It was simplified by Jeffcoat et al. (2019) into a multi-stage process in which

businesses successfully advance, compete, and differentiate themselves in their
market by transforming ideas into new or improved products, services, or
processes. Innovating with technical knowledge that is supported by necessary
complementary knowledge is crucial. The technical knowledge of the invention
as well as complementary knowledge in areas like marketing and legal
management are necessary for technological innovation. The innovation process
requires inventors to collaborate with other professionals to access
complementary resources in addition to inventing technical knowledge. It is
difficult to predict how much demand a commercialized technology will
command and which particular market segment may be interested due to the
uncertainty in the innovation process. Designing supervisors associated with
item advancement and assembling are liable for proposing and creating thoughts
and ideas that will help new or existing items and cycles. To identify, prioritize,
and incorporate subject matter experts' opinions, concepts, and ideas into their
existing product development and process improvement, improved methods are
required.
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3.4.2 Research and Development Management
Today, incremental, radical, and fundamental are the three fundamental types
utilized in research and development Jerzy (2017). The term "incremental"
refers to ongoing enhancements to active products; extremist is high exploration
expenses and high improvement expenses and crucial is a lot of examination and
next to zero turn of events.
3.4.3 Strategic Management of Innovation
According to Jerzy (2017), strategic management is a complex management

process that aims to develop and implement effective strategies that enable the
organization to better adapt to its environment and achieve its strategic
objectives.
Kalivas et al.(2013) state that there are four categories of organizational
innovation:
 Product innovation, which results in the creation of new goods or
services, or
 Process innovation, which improves the organization's processes, such
as through business process reengineering.
 Management innovation, which enhances how the organization is
managed.
 Innovation in marketing, including pricing, distribution, and product
promotion
3.4.4 Innovation strategy
According to Annacchino (2003), innovation may be the only way to compete

effectively and level the playing field against rivals. According to Jerzy (2017),
the innovation process consists of several fundamental steps:
 Make the statement of the goal.
 Create the features of the design.
 Select the key plan credits connecting with the objective assertion.
 Extend the concepts from each important design feature.
 Choose and combine concepts.
 Analyze concepts related to the goal statement.
3.4.5 Innovation Best Practices
Innovation is turning out to be progressively significant as a differentiator for

organizations and coordinating advancement with the general business
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Final Assignment
methodology is essential Consultancy. Uk ( 2013). The Boston Consulting

Group identified the following six guiding principles as the elements that set
innovation best practices apart from the competition:
i. Involve the customer from the beginning.
ii. Imagine development as a comprehensive framework.
iii. Make decisions with the help of data.
iv. Ponder compromises.
v. Ensure that there is senior administration responsibility.
vi. Enhance intellectual property for value creation.
3.4.6 New product development
According to Vila and Albiana (2015), "Strategic planning is the starting point
of Design and Development, which provides a systematic path from the early
generation of ideas to the production of a new product or proposal." According
to Annacchino (2003), bringing a product to market can be done in several ways.
The outcome of the methodology relies on how well the turn of events and
statistical surveying has been finished Annacchino (2003).
3.4.7 Contract, patent, copyright, trademark, and IP
If new products are involved, the company must obtain a patent Annacchino
(2003). According to Annacchino (2003), a patent will ensure that other
organizations cannot utilize the newly developed technology without a license
from the patent owner.
Conclusion
It became clear throughout the study that engineers do need to learn how to
manage effectively and lead their organizations with influence. Engineers are
needed to contribute their technical expertise and be involved in creating answers
at the strategic position since organizations are always dealing with complex
challenges in the areas of politics, economics, social issues, technology, the
environment, and law. In general, developing critical thinking abilities will help
any manager succeed in their position and manage more effectively. Modern
engineers are expected to lead organizations and take on management
responsibilities in addition to contributing their specific knowledge to the
organization. For the majority of engineers, the difficulties of leadership have
22
Final Assignment
been a hassle. When given managerial positions, not all competent engineers
turn into outstanding leaders, according to Perry et al. (2017:2). They won't be
creative since they lack strategic system thinking, people management, conflict
management, and communication abilities. This issue makes it difficult for the
majority of engineers to succeed in management. This study suggests that
engineers who intend to take on management positions as engineering
managers should enroll in additional training and development programs that will
equip them with the skills needed to lead their organizations effectively and foster
a culture that encourages high performance. One of the best resources available
to engineers is the study of engineering management. Engineers can use the
tools provided by the body of work mentioned in this article to solve leadership
difficulties such as poor communication skills, personal management skills,
conflict management skills, system thinking skills development, and strategic
thinking.
Engineering management theories are used in the workplace both consciously
and unconsciously. An engineering manager must have a solid understanding of
organizational management. A corporation can avoid mistakes by using the
research that is available and learning from past mistakes. Additionally, it might
aid to enhance daily operations.
Systems thinking is a crucial idea that is rarely used. Systems thinking is a
comprehensive approach to problem resolution that may be used in both
professional fields and daily life. Solutions that address issues at their root rather
than just where they are observed are produced via systems thinking. Instead of
temporary remedies, this results in long-term fixes. Leadership and
organizational management depend on effective human resource management.
A company that employs knowledge workers can only offer projects or services
as effectively as its employees. Knowledge worker management expertise can
give businesses a competitive edge.
Engineering management theories are the best method according to the
analyzed academic literature. The material's research demonstrates agreement
with engineering management theory and practice.
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Final Assignment
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Hamudikuwanda, F.H. Assignment 1 - A precis on lecture 1 topics. University

of Johannesburg.

of Johannesburg.

of Johannesburg.
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3.4.5 Innovation Best Practices .......................................................................21

Furthermore, how can they be developed? In general, any leader is expected to

 Lack of people skills

As a response to these challenges, leadership programs in Engineering

2.1 Research Strategy

2.2 Research Process

2.3 Ethical consideration

2.4 Research limitations

Limitations experienced during the research were:

 Only journals and books from the University of Johannesburg database

3.1 Introduction to Engineering Management

3.1.1 Engineering Management Definition

Engineering management, according to Norsuzila et al. (2014: 43), is a

Ozyilmaz and Taner (2018: 2) define communication skills as the

once the message is understood and the receiver has responded

3.1.3 Personal Management

Personal commitment to preventing or achieving particular

By completing work faster while maintaining quality, one must identify

3.1.4 Nature and Function of Organization

An organization is a complex system established to have a collective

According to Moalusi and Coetzee (2018:1), firms or organizations are

3.1.5 Integrated Management Model

A management style is a tool that unifies all business operating systems

According to Gianni, Gotzamani, and Tsiotras (2017), an organization's

3.1.6 School of Management Thought

Theories from the school of engineering management are applied as

3.1.7 Managing Knowledge Worker

Success in any organization depends on how motivated its personnel

According to Atapattus (2018;356), numerous projects have failed

3.2 Leadership and Organizational Manager

• An organization can make the required changes and implement

3.2.1 Management Systems and Systems Thinking

According to ASME (2015), "Systems thinking is the ability to see connected

interactions with co-workers, and change management were all considered

According to Olson et al. (1998), teaming is the collaboration of individuals or

Organizational diversity is a collective level that shows the differences among

3.2.4 Operational Management

Operational management, according to APICS (2011), is the management of

3.2.4.1 Conflict Management

According to studies, conflicts arise naturally in every organization where

According to Frick ( 2020), the nature of business is relationship-based rather

According to Goldman and Cooper ( 2019), engineers frequently possess great

3.2.5 Ethical Management

According to Kaptein (1998), "Ethics management is the systematic and

According to Tang (2017), engineers are expected to do their work in a way

3.3 Strategic Planning

3.3.1 Strategic Management

3.3.2 Strategic Formulation

According to Taylor et al. (2017), By structuring its resources and competencies

3.3.3 Executing the Strategy

The following factors were identified to promote the implementation of the

3.3.4 Performance Measurement, Control, and Evaluation

As per Barbato (2018) The exhibition of the board framework is intended to

Factors favoring the adoption of a performance evaluation system:

• Personnel with expertise in performance measurement who dedicate

• Focus on the end goal

Performance assessment is necessary as it ensures the strategy employed is

The table below compares two methods of performance assessment.

3.3.4.1 Performance assessment

Types of program evaluation

The following table summarises the types of evaluations carried out on

effective successful teams : an interactive teaming model for