SLM 2

Republic of the Philippines
Laguna State Polytechnic University

ISO 9001:2015 Certified
Province of Laguna
Level I Institutionally Accredited
LSPU Self-Paced Learning Module (SLM)

Course ES11-Engineering Management
Sem/AY Second Semester/2023-2024
Module No. 2
Lesson Title Part 2. Function of Management
Week
4
Duration
Date Week #6-Week 9
This lesson will discuss the concept of Engineering Management, in terms of the
Description function of management, organizing technical activities, staffing the engineering
of the organization, and communicating.
Lesson
Learning Outcomes
Intended Students should be able to meet the following intended learning outcomes:
Learning  To make the students understand the concept of field of engineering
Outcomes management in terms of the first three functions, organizing, staffing and
communicating
 To understand the importance of the different functions of management in the
engineering organization
 Formulate a organizational structure
Targets/ At the end of the lesson, students should be able to:

Objectives  Appreciate the importance of the functions of management
 Outline thedifferent structure of the organization
 Enumerate the different types of communication
 Determine on how to follow the different steps in staffing the organizational
organization
Student Learning Strategies
Online Activities 1. Online Discussion via Google Meet/fb messenger

(Synchronous/ You will be directed to attend in athree hour class discussion on
______________________________. To have access to the online
Asynchronous) discussion, refer to this link: ____________________.
The online discussion will happen on _________________, from

__________________
LSPU SELF-PACED LEARNING MODULE:Engineering Management (ES11)
Prepared by: Engr. Bryan Christian A. Zaide
Province of Laguna
(For further instructions, refer to your Google Classroom and see

the schedule of activities for this module)
2. Learning Guide Questions:

1. What are the difference between organizing and staffing?
2. What are different communication process?
3. Enumerate the advantages and disadvantages of the different
organization.
4. What are the difference between formal and informal group?
Note: The insight that you will post on online discussion forum using Learning
Management System (LMS) will receive additional scores in class participation.

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Chapter 4. Organizing Technical activities
Reasons for Organizing
Organizing is undertaken to facilitate the implementation of plan. In

effective organizing, steps are undertaken to breakdown the total job
into more manageable ma-size jobs. Doing these will make it possible to
assign particular tasks to particular persons. In turn, these will help
facilitate the assignment of authority, responsibility, and accountability
for certain functions and tasks.
Organizing defined
Organizing is a management function which refers to the structuring of

resources and activities to accomplish objectives in an efficient and
effective manner.
The arrangement or relationship of positions within an organization is

called the structure. The result of the organizing process is the structure.
Purpose of the structure
Offline Activities 1.It defines the relationships between tasks and authority for individuals
(e-Learning/Self- and departments
Paced) 2. It defines formal reporting relationships, the number of levels in the
hierarchy of the organization, and the span of control
3. It defines the groupings of individuals into departments and
departments into organization.
4. It defines the system to effect coordination of effort in both vertical
(authority ) and horizontal (tasks) directions.
When structuring an organization the engineer manager must be

concerned with the following:
1. Division of Labor- determining the scope of work and how it is

combined in a job.
2. Delegation of authority- the process of assigning various degrees of
decision-making authority to subordinate
3. Departmentalization- the grouping of related jobs, activities, or
processes into major organizational subunits.
4. Span of control- the number of people who report directly to a given
manager.
5. Coordination- the linking of activities in the organization that serves
to achieve a common goal

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Formal Organization
After a plan is adapted, management will proceed to form an

organization to carry out the activities indicated in the plan.
The formal organization is “the structure that details lines of
responsibilities, authority and position “. What is depicted in the
organization chart is the formal organization. It is “the planned
structure” and it “represents the deliberate attempt to establish
patterned relationships among components that will meet the
objectives effectively”
The formal structure is described by management through:
1. Organization chart
2. Organizational manual
3. Policy manuals
The organization chart is a diagram of the organizations official positions

and formal lines of authority.
The organizational manual provides written description of authority

relationships, detail the functions of major organizational units and
describes job procedures.
The policy manual describes personnel activities and company policies.
INFORMAL GROUPS
Formal organizations require the formation of formal groups which will

be assigned to perform specific tasks aimed at achieving organizational
objectives. The formal group is a part of the organization structure.
There are instances when members of the organization spontaneously

form a group with friendship as a principal reason for belonging.
This group is called an informal group. It is not a part of the formal
organization and it does not have a formal performance purpose.
TYPES OF ORGANIZATIONAL STRUCTURES
Before the commencement of activities, the decision-makers in an

organization will have to decide on what structure to adapt. Depending
on the size and type of operations, a certain structural type may best fit
the requirements.
Organizations maybe classified into three types. They are the following:
1. Functional organization-this is a form of departmentalization in

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which everyone engaged in one functional activity, such as engineering
or marketing, is grouped into one unit.
2. Product or market organization- this refers to the organization of

a company by divisions that brings together all those involved
with a certain type of product or customer.
3. Matrix organization- an organizational structure in which

each employee reports to both a functional or division
manager and to a project or group manager.
FUNCTIONAL ORGANIZATION
Functional organization structures are very effective in smaller firms,

especially “single business firms” where key activities revolve around
well defined skills and areas of specialization.”
Functional organizations have certain advantages, they are the following:
1.The grouping of employees who perform a common task permit

economies of scale and efficient resource use.
2. Since the chain of command converges at the top of the organization,

decision-making is centralized, providing a unified direction from the
top.
3. Communication and coordination among employees within each

department are excellent.
4. The structure promotes high quality technical problem-solving.
5. The organization is provided with in depth skill specialization and

development.
6. Employees are provided with career progress within functional

department.
The dis advantages of the functional organization are the following:
1. Communication and coordination between the department are often

poor.
2. Decisions involving more than one department pile up at the top

management level and are often delayed.
3. Work specialization and division of labor, which are stressed in a

functional organization, produce routine, non motivating employee task.

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4. It is difficult to identify which section or group is responsible for
certain problems.
5. There is limited view of organizational goals by employees.
6. There is limited general management training for employees.
PRODUCT OR MARKET ORGANIZATION
The product or market organization, with its feature of operating by

divisions, is “ appropriate for a large corporation with many product
lines in several related industries.”
The advantages of a product or market organization are as follows:
1. The organization is flexible and responsive to change.
2. The organization provides a high concern for customers needs.
3. The organization provides excellent coordination across functional

departments.
4. There is easy pinpointing of responsibility for product problems.
5. There is emphasis on overall product and division goals
6. The opportunity for the development of general management skills is

provided.
The disadvantages of the product or market organization are

as follows :
1. There is a high possibility of duplication of resources across
divisions.
2. There is less technical depth and specialization in
divisions. 3. There is poor coordination across divisions.
4. There is less top management control.
5. There is competition for corporate resources.
Matrix Organization
A matrix organization, according to Thompson and Strickland, “ is a

structure with two (or more) channels of command, two lines of budget
authority, and two sources of performance and reward. Higgins declared
that “ the matrix structure was designed to keep employees in a central
pool and to allocate them to various projects in the firm according to the
length of time they were needed.

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The matrix organization is afforded with the following advantages:
1. There is more efficient use of resources than the divisional structure.
2. There is flexibility and adaptability to changing environment.
3. The development of both general and functional management skills are

present.
4. There is interdisciplinary cooperation and any expertise is available to

all divisions.
5. There are enlarged task for employees which motivate them better.
The matrix organization has some dis advantages, they are the following:
1. There is frustration and confusion from dual chain of command.

2. There is high conflict between divisional and functional interest.
3. There are many meetings and more discussion than action.
4. There is a need for human relations training for key employees and
managers.
5. There is tendency for power dominance by one side of the matrix.
TYPES OF AUTHORITY
The delegation of authority is a requisite for effective organizing. It

consist of three types. They are as follows:
1. Line authority- a managers right to tell subordinates what to do and

then see that they do it.
2. Staff authority- a staff specialist’s right to give advice to a superior.
3. Functional authority- a specialist’s right to oversee lower level
personnel involved in that specialty, regardless of where the personnel
are in the organization.

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Line departments perform task that reflect the organization’s

primamrygoal and mission. In a construction firm, the department that
negotiates and secures contracts for the firm is a line department. The
construction division is also a line function.
Staff department include all those that provide specialized skills in

support of line department. Examples of staff departments include those
which perform strategic planning, labor relations, research, accounting
and personnel.
Staff officers may be classified into the following:
1. Personal staff- those individuals assigned to as specific manager to

provided needed staff services.
2. Specialized staff- those individuals providing needed staff services for
the whole organization.
Functional authority is one given to a person or a work group to make

decisions related to their expertise even if these decisions concern other
departments. This authority is given to most budget officers of
organizations, as well as other officers
THE PURPOSE OF COMMITTEES
When certain formal groups are deemed inappropriate to meet

expectations, commitees are often times harnessed to achieve
organizational goals. Many organizations, large or small make us eof
committees.
A committee is a formal group of persons formed for a specific purpose.

For instance, the product planning committee, as described by Millevo is
“ often staff by topexecutives from marketing, production, research,
engineering and finance who work part time to evaluate and approved

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product ideas.
Committees are very useful most especially to engineering and

manufacturing firms. When a certain concern, like product development,
is under consideration, a committee is usually formed to provide the
necessary line up of expertise needed to achieve certain objectives.
Committees may be classified as follows:
1. Ad hoc committee- one created for a short term purpose and have a
limited life. An example is the committee created to manage the
anniversary festivities of a certain firm.
2. Standing committee- it is a relatively permanent committee that deals

with issues on an going basis. An example is the grievance committee set
up to handle initially complaints from employees of the organization.
Committees may not work properly, however, if they are not correctly
managed. Delaney suggest that “it might be useful to set up some
procedures to make the committee a more effective tool to accomplish
our goals.”
Chapter 5 Staffing the Engineering Organization
After setting up the organizational structure that has been decided

to best serve the interest of a certain firm, the next move that must
be made is to fill up the identified positions with the most qualified
persons available.
Engineering organizations are very sensitive to whatever staffing errors

are made. Placing the wrong person in a highly specialized position
like quality control, for instance, may bring untold damages to the firm.
Yet, this refers to a single error only.
An example of the ill effects of staffing errors was provided by the TV
program “ BrigadaSiete”. The disaster that happened in the Film Center
at the Cultural Center Complex in Manila was highlighted in the
program. In November 1981, the whole sixth floor of the Film
Center at the Cultural center collapsed while undergoing
construction. Many workers and an engineer died as a result.
When interviewed by the TV program’s staff, a former construction

worker said he was hired to do masonry job when he does not have
training in masonry. Some other examples of staffing errors were
provided in the program/ This type of tragedy underscores the
importance of staffing in any organization, engineering or other wise.
Effective staffing on the other hand places the engineering organization
in a competitive strance.

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WHAT IS STAFFING?
The engineer manager must be concerned with putting the right persons
in various positions within his area of concern. Although some of the
important aspects of staffing may be delegated to the human
resource office, the engineer manager assumes, a great responsibility
in assuring that the right persons are assigned to positions that fit
their qualifications.
Staffing may be defined as “the management function that

determines human resource needs, recruits, selects, trains, and
develops human resources for jobs created by an organization. Staffing
is undertaken to match people with jobs so that the realization of
the organizations objectives will be facilitated.
THE STAFFING PROCEDURE
The staffing process consist of the following series of steps:
1. Human resource planning

2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development
6. Performance appraisal
7. Employment decisions ( monetary rewards transfers, promotions and
demotions ) and
8. Separation
Human Resource Planning
The planned output of any organization will require a systematic

deployment of human resources at various levels. To be able to do this,
the engineer manager will have to involve himself with human
resource planning. This will be done in conjunction with the efforts of
the human resource officer if the company has one.
Human resource planning may involve three activities, as follows:

1. Forecasting- which is an assessment of future human resource needs
in relation to the current capabilities of the organization.
2. Programming- which means translating the forecasted human
resource needs to personnel objectives and goals.
3. Evaluation and Control- which refers to monitoring human resource
action plans and evaluating their success.
Methods of Forecasting. The forecasting of power needs may be

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undertaken using any of the following quantitative methods
1.Time series method- which use historical data to develop forecast of

the future.
2. Explanatory , or casual models- which are attempts to identify the
major variables that are related to or have caused particular past
conditions and then use current measures of these variables to predict
future conditions.
The three major types of explanatory models are as follows:

a. Regression models –
b. Econometric models-a system of regression equations estimated
from past time series data and used to show the effect of varaious
independent variables on various dependent variables.
c. Leading indicators- refers to time series that anticipate business cycle
turns.
3. Monitoring Methods- are those that provide early warning signals of
significant changes in established patterns and relationships so that the
engineer manager can access the likely impact and plan responses if
required.
Recruitment
When the different positions have been identified to be necessary and

the decision to be fill them up has been made, the next logical step is
recruitment.
Recruitment refers to attracting qualified persons to apply for vacant
positions in the company so that those who are best suited to serve the
company may be selected.
Source of Applicants
When management wants to feel up certain vacancies, the following

sources may be tapped:
1. The organizations current employees. Some of the organizations
current employees may be qualified to occupy positions higher than
the ones they are occupying. They should be considered.
2. Newspaper advertising. There are at least three major daily
newspapers distributed throughout the Philippines. Leadership is higher
during Sundays.
3. Schools. These are good sources of applicants. Representatives of
companies may interview applicants inside campuses.
4. Referrals from employees. Current employees sometimes
recommend relatives and friends who may be qualified.
5. Recruitment firms. Some companies are specifically formed to assist
client firms in recruiting qualified persons.
Examples of these companies are the SGV Consulting and John

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Clements Consultants , Inc.
6. Competitors. These are useful sources of qualified but under utilized
personnel
For entry level personnel, the engineer manager will likely rely on
newspaper advertising, schools, and referrals. When recruiting
managers, the reliable sources are current employee’s recruitment firms
and competitors
Selection
Selection refers to the act of choosing from those that are available the
individuals most likely to succeed on the job. A requisite for effective
selection is the preparation of a list indicating that an adequate pool of
candidates is available.
The purpose of selection is to evaluate each candidate and to pick the
most suited for the position available.
Selection procedures may be simple or complex depending on the cost of
a wrong decision. If the management picks the wrong person and the
subsequent effect to the organization is negligible, then the selection
process is made simple. This is true inthe case of construction laborers
where a review of their applications is done. Within a few days or even a
few hours , the applicants are informed of the decision.
Ways of Determining the Qualifications of a Job Candidate
Companies use any or all of the following in determining the

qualifications of a candidate:
1. Application blanks. The application blank provides information

about a persons characteristics such as age, marital status, address,
educational background, experience and special interests. After reading
the application blank, the evaluator will have some basis whether to
proceed further in evaluating the applicant.
2.References. References are those written by previous employers,

co workers, teachers, club officers , etc. Their statements may provide
some vital information on the character of the applicant
3.Interviews. Information may be gathered in an interview by asking

a series of relevant questions to the job candidate.
4. Testing. This involves an evaluation of the future behavior or

performance of an individual.
Types of Tests

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Tests may be classified as follows:
1. Psychological tests- which is an “an objective” standard measure

of a sample behavior”. It is classified into:
a) Aptitude test- one used to measure a persons capacity or potential
ability to learn.
b) Performance test- one used to measure a persons current
knowledge of a subject.
c) Personality test- one used to measure personality traits as
dominance, sociability, and conformity.d) Interest test- one used to
measure a persons interest in various field of work.
2. Physical examination- a type of test given to assess the physical

health of an applicant. It is given “ to assure that the health of the
applicant is adequate to meet the job requirements”.
Induction and Orientation
After an applicant is finally selected from among the various ones

and then subsequently is hired, the next steps undertaken are induction
and orientation.
In induction, the new employee is provided with the necessary
information about the company. His duties, responsibilities and benefits
are relayed to him. Personnel and health forms are filled up and passes
are issued. The company history, its product and services and the
organization structure are explained to the new employee.
In orientation, the new employee is introduced to the immediate
working environment and co workers. The following are discussed:
location, rules, equipment, procedures and training plans. Performance
expectations are also discussed. The new employee under goes the
“socialization process” by pairing him with an experienced employee and
having a one on one discussion with the manager.
Training and Development
If the newly hired (or newly promoted) employee is assessed to be

lacking the necessary skills required by the job, training becomes a
necessity.
Training refers to the “ learning that is provided in order to improve
performance on the present job.” Training programs consist of two
general types, namely”.
1. Training programs for non managers and
2. For Training and educational programs for executives.
Training Program for Non Managers

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This type of training is directed to non managers for specific increases in

skill and knowledge to perform a particular job. The four methods under
this type are:
1. On the Job training- where the trainer is placed in an actual work
situation under the direction of his immediate supervisor , who acts as
trainer. This situation motivates strongly the trainee to learn.
2. Vestibule school- where the trainer is placed in a situation almost
exactly the same as the workplace where machines, materials, and time
constraints are present. As the trainer works full time, the trainee is
assured of sufficient attention from him.
3. Apprenticeship program- where a combination of on the job training
and experiences with classroom instruction in particular subjects are
provided to trainees.
4. Special Courses- are those taken which provide more emphasis on
education rather than training. Examples are those which concern
specific uses of computer like computer aided design and building
procedures.
Training Programs for Managers
The training needs of managers may be classified into four areas:

decision making skills, interpersonal skills, job knowledge and
organizational knowledge.
The decision making skill of the maanger may be enhanced through any
of the following methods of training:
1. In basket- where the trainee is provided with a set of notes, messages,
telephone calls, letters, and reports, all pertaining to a certain company
situation. He is expected to handle the situation within a given period of
1 or 2 hours.
2. Management games- is a training method where “trainees are faced
with a simulated situation and are required to make an on going series of
decisions about that situation.”
3. Case studies- this method presents actual situations in organizations
and enable one to examine successful and unsuccessful operations. It
emphasizes “ the managers world, improves communication skills, offers
rewards of solving a mystery , possesses the quality of illustration, and
establishes concrete reference points for connecting theory with
practice”
The interpersonal competence of the manager may be developed

through any of the following methods:
1. Role Playing- is a method by which the trainees are assigned roles to
play in a given case incident. They are provided with a script or a
description of a given problem and of the key persons they are to play.
The purpose of this method is to improve the skill of the trainees in
human relations, supervision and leadership.

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2. Behavior modeling- this method attempts to influence the trainee by
“ showing model persons behaving effectively in aproblem situation”.
The trainee is expected to adapt the behavior of the model and use it
effectively in some instances later on.
3. Sensitivity training- under this method, awareness and sensitivity to
behavioral patterns of oneself and others are developed.
4. Transactional Analysis- is a training method intended “ to help
individuals not only understand themselves and others but also improve
their inter personnal communication skills.
In acquiring knowledge about the actual job the manager is currently

holding, the following methods are useful :
1. On the job experience- this method provides valuable opportunities

for the trainee to learn various skills while actually engaged in the
performance of a job.
2.Coaching-this method requires a senior manager to assist a lower level

manager by teaching him the needed skills and generally providing
directions, advice, and helpful criticism. The senior manager must be
skilled himself and have the ability to educate, otherwise the method will
be ineffective.
3. Understudy- under this method, a manager works as assistant to a

higher level manager and participates in planning and other managerial
functions until he is ready to assume such position himself. Once in a
while the assistant is allowed to take over.
In the attempt to increase the trainees knowledge of the total

organization, exposure to information and events outside of his
immediate job is made. In this regard, the following methods are useful:
1. Position rotation- under this method, the manager is given assignment

in a variety of departments. The purpose is to expose him to different
functions of the organization.
2. Multiple management- this method is premised on the idea that junior

executives must be provided with means to prepare them for higher
management positions. To achieve this, a junior board of directors is
created consisting of junior executives as members. The board is given
the authority to discuss problems that the senior board could discuss.
The members are encouraged to take a broad business outlook rather
than concentrating on their specialized lines of work.

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Performance appraisal
Performance appraiasal is the measurement of employee performance.

The purposes for which performance appraisal is made are as follows:
1. To influence, in a positive manner, employee performance and
development
2. To determine merit pay increases
3. To plan for future performance goals
4. To determine training and development needs and
5. To assess the promotional potential of employees
Ways of Appraising Performance
An employees performance may be measured using any of the following

methods:
1. Rating scale method- where each trait or characteristic to be rated is

represented by a line or scale on which the rater indicates the degree to
which the individual possesses the trait or characteristic.
2. Essay method- where the evaluator composes statements that best
describe the person evaluated.
3. Management by objectives method- where specific goals are set
collaboratively for the organization as a whole for various sub units and
for each individual member. Individuals are, then, evaluated on the basis
of how well they have achieved the results specified by the goals.
4. Assessment center method- where one is evaluated by persons other
than the immediate superior. This method is used for evaluating
managers.
5. Checklist method- where the evaluator chcksstatements onalist that
are deemed to characterize an employees behavior or performance.6.
Work standards method- where standards are set for the realistic
worker output and later on used in evaluating the performance of non
managerial employees.
6.Ranking method- where eaach evaluator arranges employees in rank
order from the best to the poorest. 8. Critical incident method- where the
evaluator recalls and writes down specific (but critical) incidents that
indicate the employees performance. A critical incident occurs when
employees behavior results in an unusual success or failure on some
parts of the job.
Employment Decision
After evaluating the performance of employees (managerial or

otherwise), the management will now be ready to make employment
decision. These may consist of the following:
1. Monetary rewards- these are given to employees whose performance
is at par or above standard requirements.

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2. Promotion- this refers to a movement by a person into a position of
higher pay and greater responsibilites and which is given as a reward for
competence and ambition.
3. Transfer- this is the movement of a person to a different job at the
same or similar level of responsibility in the organization. Ttransfers are
made to provide growth opportunities for the pesons involved or to get
rid of a poor performing employee.
4. Demotion-this is a movement from one position to another which has
less pay or responsibility attached to it. Demotion is used as a form of
punishment or as a temporary measure to keep an employee until he is
offered a higher position.
Separation
Separation is either a voluntary or involuntary termination of an

employee. When made voluntarily, the organization’s management must
find out the real reason. If the presence of a defect in the organization is
determined, corrective action is necessary.
Involuntary separation (or termination ) is teh last option that the

management exercises when an employees performance is poor or when
he/she committed an act violating the company rules and regulation.
This is usually made after training efforts fail to produce psitive results.
Chapter 6
Communicating
Communication
It is a process of sharing information through symbols, including words

and message.
Communication may happen between superior and subordinate,

between peers, between a manager and a client or customer, between an
employee and a government representative, etc. It may be done face-to
face, or through printed materials, or through an electronics device like
the telephone, etc.
Functions of Communication
1. Information function- Information provided through communication

may be used for decision-making at various work levels in the
organization.
2. Motivation function- Communication is also oftentimes used as a
means to motivate employees to commit themselves to the

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organization’s objectives.
3. Control function- When properly communicated, reports, policies, and
plans define roles, clarify duties, authorities and responsibilities.
4. Emotive function- when feelings are repressed in the organization,
employees are affected by anxiety, which in turn, affects performance.
What ever types of emotions are involved, whether satisfaction,
dissatisfaction, happiness, or bitterness, communication provides a
means to decrease the internal pressure affecting the individual.
The Communication Process
1.Develop an idea
it is important that the idea to be conveyed must be useful or of some

value.
2.Encode – the next step is to encode the idea into words, illustrations,
figures, or other symbols suitable for transmission.
3.Transmit – after encoding, the message is now ready for transmission
through the use of an appropriate communication channel. Among these
channels include the spoken word, body movements, etc.
4.Receive – next step is the actual receiving of the message by the
intended receiver.
5.Decode – translating the message from the sender into a form that will
have meaning to the recipient.
6.Accept – next step is to accept or reject the message. Sometimes,
acceptance (or rejection) is partial.
Factors Affecting the Acceptance/Rejection
o Accuracy of the message
o Whether the sender has the authority to send the message
o The behavioral implications for the receiver
7.Use – next step is for the receiver to use the information.

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8.Provide Feedback – last step is to provide feedback to the sender.
Forms of Communication
1.Verbal – transmitted through hearing or sight.

These modes of transmission categorizes verbal communication into two
classes:
o Oral Communication – mostly involves hearing the words of the
sender.
o Written Communication – the sender seeks to communicate
through the written word.
2.Nonverbal – conveying message through body language, as well as the
use of time, space, touch, clothing, appearance, and aesthetic elements.
BARRIERS OF COMMUNICATION
1.Personal Barriers – hindrances to effective communication arising

from a communicator’s characteristics as a person, such as emotions,
values, poor listening habits, sex, age, race, etc.
2.Physical Barriers – refers to interferences to effective communication
occurring in the environment where the communication is undertaken.
3.Semantic Barriers – the study of meaning as expressed in symbols. May
be defined as an “interference with the reception of a message that
occurs when the message is misunderstood even though it is received
exactly as transmitted.”
Overcoming Barriers to Communication
1.Use feedback to facilitate understanding and increase the potential for

appropriate action.
2.Repeat messages in order to provide assurance that they are properly
received.
3.Use multiple channels so that the accuracy of the information may be
enhanced.
4.Use simplified language that is easily understandable and which
eliminates the possibility of people getting mixed-up with meanings.
TECHNIQUES FOR COMMUNICATING IN ORGANIZATION
Downward Communication
Refers to message flows from higher levels of authority to lower
levels.
 To give instructions
 To provide information about policies and procedures
 To give feedback about performance
 To indoctrinate or motivate

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Techniques used in Downward Communication
 Letters – Appropriate when directives are complex and precise

actions are required.
 Manuals – Useful sources of information regarding company
policy, procedures, and organization
 Handbooks – Provide more specific information about the duties
and privileges of the individual worker.
 Newsletters – Provide a mixture of personal, social, and work-
related information.
Upward Communication
-Refers to messages from persons in lower-level positions to persons in

higher positions.
Techniques Used in Upward Communication
 Formal Grievance Procedures – Grievances are part of a normally

operation organization. Defined as “any employee’s concern over
a perceived violation of the labor agreement that is submitted to
the grievance procedure for eventual resolution” by Holley and
Jennings.
 Employee Attitude and Opinion Surveys – finding out what the
employees think about the company is very important.
 Suggestion Systems – suggestions from employees are important
sources of cost-saving and production enhancing ideas.
 Open-Door Policy – it is, even on a limited basis, provides the
management with an opportunity to act on difficulties before they
become full-blown problems.
 Informal Gripe Sessions – can be used positively if management
knows how to handle them.
 Task Forces – when a specific problem or issue arises, a task force
may be created and assigned to deal with the problem or issue.
 Exit Interviews – when employees leave an organization for any
reason, it is to the advantage of management to know the real
reason.
Horizontal Communication
-Refers to messages sent to individuals or groups from another of the

same organizational level or position.
Purpose of Horizontal Communication

 To coordinate activities between departments
 To persuade others at the same level or organization
 To pass on information about activities or feelings
Province of Laguna
Techniques Used in Horizontal Communication
 Memos
 Meetings
 Telephones
 Picnics
 Dinners
 Other social affairs
MANAGEMENT INFORMATION SYSTEM
 “An organized method of providing past, present, and projected

information on internal operations and external intelligence for
use in decision-making.” – Boone and Kurtz
 The MIS used by corporate firms consists of “written and
electronically based systems for sending reports, memos,
bulletins, and the like.”
Purpose of MIS
 To provide a basis for the analysis of early warning signals that

can originate both externally and internally.
 To automate routine clerical Operations like payroll and
inventory reports.
 To assist managers in making routine decisions like scheduling
orders, assigning orders to machines, and reordering supplies.
 To provide the information necessary for management to make
strategic or non-programmed decisions.
Engaging Activities
1.Prepare an organizational chart of a large engineering firm showing
Province of Laguna
line and staff relationship.
2. Prepare a forecast of the human resource needs of an engineering
firm.
3.Scrutinize an existing engineering organization by classifying
techniques used in communication
Performance Tasks
PT 1
Directions:
After reading and understand the Organizing Technical Activities, Staffing

engineering organization and Communicating. Try to answer the Case number 4
entitledBits and Pieces International Corporation: Little Things Mean a Lot by
Robert Medina book pp. 83-84, case number 5 entitled “Kundiman Communications
Corporation: Mr. Lonely”, pp. 107-108, and case number 6 entitled “Northern
Container Corporation: Time to Cry” pp. 128-129.
Understanding Directed Assess
Rubric for Designing Lesson Plan (PT 1)

Province of Laguna
Learning Resources
o Medina , R. , “Engineering Management”
o Render, Barry et al Quantitative Analysis for Management, 11th edition
o Imaj, M. , Gemba Kaizen: A common sense Approach to a Continuous Improvement
Strategy, Second Edition
o Shina A.G., Engineering Project Management for the Global High-Technology Industry
o Jack, H., Engineering Design, Planning and Management
o E books Engineering Management
o https://www.coursehero.com/file/13430639/1-Intro-to-Engineering-
Management/#:~:text=Engineering%20Management%20is%E2%80%A6,efficiently%2
0accomplish%20organizational%20goals%2Fobjectives.&text=Organizing%20%EF%83
%98Involves%20establishing%20an,to%20fill%20in%20an%20organization.
o https://www.britannica.com/technology/engineering
o https://www.colorado.edu/emp/prospective-students/what-engineering-management
o https://www.managementstudyguide.com/what-is-decision-making.htm
o https://searchbusinessanalytics.techtarget.com/definition/decision-making-
process#:~:text=A%20decision%2Dmaking%20process%20is,set%20specific%20actio
ns%20in%20motion.
o https://searchbusinessanalytics.techtarget.com/definition/decision-making-process
o https://www.tutorialspoint.com/management_concepts/decision_making_process.htm
Disclaimer:
This module is for educational purpose only. Under section Sec. 185 of RA 8293,
which states, “The fair use of a copyrighted work for criticism, comment, news
reporting, teaching including multiple copies for classroom use, scholarship, research,
and similar purposes is not an infringement of copyright. The unauthorized
reproduction, use, and dissemination of this module without joint consent of the
authors is strictly prohibited and shall be prosecuted to the full extent of the law,
including appropriate administrative sanctions, civil, and criminal”
Prepared by:
Engr. Bryan Christian A. Zaide

COE Faculty, LSPU-Sta. Cruz Campus


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Republic of the Philippines

Laguna State Polytechnic University

LSPU Self-Paced Learning Module (SLM)

Targets/ At the end of the lesson, students should be able to:

Student Learning Strategies

Online Activities 1. Online Discussion via Google Meet/fb messenger

The online discussion will happen on _________________, from

(For further instructions, refer to your Google Classroom and see

2. Learning Guide Questions:

LSPU SELF-PACED LEARNING MODULE:Engineering Management (ES11)

Reasons for Organizing

Organizing is undertaken to facilitate the implementation of plan. In

Organizing is a management function which refers to the structuring of

The arrangement or relationship of positions within an organization is

Purpose of the structure

When structuring an organization the engineer manager must be

1. Division of Labor- determining the scope of work and how it is

LSPU SELF-PACED LEARNING MODULE:Engineering Management (ES11)

After a plan is adapted, management will proceed to form an

The formal structure is described by management through:

The organization chart is a diagram of the organizations official positions

The organizational manual provides written description of authority

The policy manual describes personnel activities and company policies.

Formal organizations require the formation of formal groups which will

There are instances when members of the organization spontaneously

TYPES OF ORGANIZATIONAL STRUCTURES

Before the commencement of activities, the decision-makers in an

1. Functional organization-this is a form of departmentalization in

LSPU SELF-PACED LEARNING MODULE:Engineering Management (ES11)

2. Product or market organization- this refers to the organization of

3. Matrix organization- an organizational structure in which

Functional organization structures are very effective in smaller firms,

Functional organizations have certain advantages, they are the following:

1.The grouping of employees who perform a common task permit

2. Since the chain of command converges at the top of the organization,

3. Communication and coordination among employees within each

4. The structure promotes high quality technical problem-solving.

5. The organization is provided with in depth skill specialization and

6. Employees are provided with career progress within functional

The dis advantages of the functional organization are the following:

1. Communication and coordination between the department are often

2. Decisions involving more than one department pile up at the top

3. Work specialization and division of labor, which are stressed in a

LSPU SELF-PACED LEARNING MODULE:Engineering Management (ES11)

5. There is limited view of organizational goals by employees.

6. There is limited general management training for employees.

PRODUCT OR MARKET ORGANIZATION

The product or market organization, with its feature of operating by

The advantages of a product or market organization are as follows:

1. The organization is flexible and responsive to change.

2. The organization provides a high concern for customers needs.

3. The organization provides excellent coordination across functional

4. There is easy pinpointing of responsibility for product problems.

5. There is emphasis on overall product and division goals

6. The opportunity for the development of general management skills is

The disadvantages of the product or market organization are

A matrix organization, according to Thompson and Strickland, “ is a

LSPU SELF-PACED LEARNING MODULE:Engineering Management (ES11)

The matrix organization is afforded with the following advantages:

1. There is more efficient use of resources than the divisional structure.

2. There is flexibility and adaptability to changing environment.

3. The development of both general and functional management skills are