Letter of Transmittal

___________________________________________________________________

Date: February 20, 2024

To: Engr. Juan R. Adante Jr.

Engineering Management Instructor

Dear Sir,

With due respect, I would like to submit the task that is given to me. I do hereby
submit the written report for the engineering management. In spite of my effort there
may be few lacking in my report. For that I’m asking for your kind consideration and
hope that you will be satisfied with my work.

Sincerely yours,

Shaina Mae B. Santiago

BSCE – 3 Schedule 3

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 TABLE OF CONTENTS

SET 1: …………………………………………………………………………………..2 – 5

SET 2: …………………………………………………………………………………..6 – 9

SET 3: ………………………………………………………………………………….10 -
13

1|Page
1.Why are engineers considered an important segment of the society?
As professionals in the field of engineering, engineers design, analyze, construct,
test, and build machines, complex systems, structures, gadgets, and materials to
meet functional requirements and objectives while taking cost, safety, practicality,
and regulatory constraints into account. Because they are so vital to the process of
studying and creating new products, engineers are valued members of society.
Scientists are used by engineers to tackle real-world issues. Products and materials
are also used by engineers in the design of transportation, structural, and technical
systems. Engineers provide the blueprints and drawings that manufacturers and
builders use to build. To create the material components of our civilization, planners,
scientists, engineers, technicians, and builders/constructors work together
indispensable. Engineers are required to have the greatest standards of honesty and
integrity as members of their profession. The quality of life for every individual is
directly and significantly impacted by engineering. Because of this, engineers'
services must be committed to preserving the public's health, safety, and welfare and
must be rendered with integrity, objectivity, fairness, and equity.

2. What are expected of engineers in general?

Technical proficiency, problem-solving abilities, creativity, and an understanding of
math and science are prerequisites for engineers. Technical expertise, for example,
in the fields of mechanical, electrical, and civil engineering, individuals must be
versed in the theories and guiding principles of the respective fields. Problem-
solving, this calls on engineers to recognize issues, analyze them, and come up with
workable solutions. These traits frequently entail creativity, logical reasoning, and
critical thinking. Precise engineering is necessary to produce accurate and
trustworthy design data. Engineers must pay close attention to detail in order to
avoid making costly errors or mistakes. Since engineers must interact with clients,
co-workers, and other stakeholders in an efficient manner, they must also be able to
explain complex technical ideas in simple terms. In addition, engineers can take part
in the process of creating systems, products, or procedures. They can improve upon
currently developed ideas to make them more economical or environmentally
friendly.

3. In what current concerns are engineering outputs needed?

Diverse engineering outputs are required to address various contemporary problems
in many domains. First is the climate change, in order to reduce greenhouse gas
emissions, engineers should develop sustainable energy solutions, such as
renewable energy technologies. They should also adapt infrastructure to the
changing climate by designing energy-efficient buildings and transportation systems.
Another is the infrastructure development, to ensure safety, increase efficiency, and
increase resilience against natural disasters and other dangers, aging infrastructures

2|Page
such as highways, bridges, water supply systems, and electricity grids require
ongoing maintenance and improvements.

4. In what areas are engineers currently involved?

The engineering concept encompasses a wide range of tasks that engineers carry
out that are advantageous to society, including research, design and development,
testing, production, construction, sales, consulting, government, education, and
management.
5. How many organizations be classified according to the engineering jobs
performed?
Based on the kinds of engineering work that are performed, organizations that hire
engineers can be divided into a number of categories. Here are some broad
categories based on the industries and sectors where engineering jobs are
commonly found:
Manufacturing and Industrial: This group comprises companies that create, produce,
and maintain manufactured items. Mechanical, industrial, manufacturing, and quality
engineering are some of the engineering specialties that may be found in this
industry.

Construction and Infrastructure: Businesses in this category are engaged in the

building of infrastructure, including roads, bridges, dams, and buildings. Civil,
structural, geotechnical, and construction management engineers can all be found
working in the construction industry.
Technology and Electronics: Companies in this sector create and produce
computers, software, telecommunications apparatus, electronic devices, and other
technology goods. Electrical, computer, software, and telecommunications
engineering are among the engineering specialties that may be found in this
industry.
Aerospace: Organizations engaged in the design, production, and operation of
airplanes, spacecraft, missiles, and defense systems fall under the area of
aerospace and defense. Aerospace, mechanical, systems, and avionics engineering
are among the technical specialties that may be employed in the aerospace and
military industries.
Environmental and Sustainability: This category includes organizations that prioritize
conservation, preservation, and sustainability programs. Environmental, civil,
chemical, and renewable energy engineers are among the engineers with
involvement in environmental and sustainable practices.

6. Which organization level requires the highest management skills for engineering
managers?

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Because Level Three organizations contain high-tech jobs like construction
businesses, where engineer managers have the greatest possibility to become
president or general managers, they must work with the utmost effectiveness and
efficiency. This means that Level Three organizations demand the best management
skills. Here are some example of level three organization:

1. Executive Management (C-Suite): Engineering managers may occupy roles such

as Vice President of Engineering, Chief Technology Officer (CTO), or Chief
Engineering Officer (CEO) at the pinnacle of the company. Engineering managers in
these positions oversee large teams of engineers, manage budgets and resources,
define the overall strategic direction for engineering activities, and coordinate
technical efforts with business objectives. For engineering projects to be successful,
they require excellent leadership, strategic planning, decision-making, and
communication abilities to promote creativity and teamwork.
2. Senior Management/Department Heads: Senior management engineers may be
in charge of particular divisions or departments inside the company, like operations,
R&D, or product development. In addition to managing departmental budgets and
resources and coordinating cross-functional teams, their duties also include
designing and implementing departmental strategies and making sure engineering
projects are carried out properly and efficiently. To lead their teams and produce
outcomes, senior engineering managers require exceptional interpersonal,
organizational, and problem-solving abilities.
3. Project management: Although it's not often the top level of management in the
company, project management positions frequently call for engineering managers to
have advanced management abilities. Engineering project managers are in charge
of organizing, carrying out, and overseeing the management of the project's
resources, scope, timeline, and budget. To successfully deliver projects on schedule,
within budget, and in compliance with quality standards and customer expectations,
they require good leadership, communication, risk management, and stakeholder
management abilities.

7. What is engineering management?

Engineering management is an
activity combining technical
knowledge with the ability
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to organize and coordinate
worker’s power, materials,
machinery, and money. It is a
discipline
that associated with the
planning and coordinating of
people and technical resources
to achieve
a technological objective.
Engineering management is an
activity combining technical
knowledge with the ability
to organize and coordinate
worker’s power, materials,
machinery, and money. It is a
discipline
5|Page
that associated with the
planning and coordinating of
people and technical resources
to achieve
a technological objective.
Engineering management is an
activity combining technical
knowledge with the ability
to organize and coordinate
worker’s power, materials,
machinery, and money. It is a
discipline
that associated with the
planning and coordinating of
people and technical resources
to achieve
6|Page
a technological objective.
Engineering management is an activity combining technical knowledge with the
ability to organize and coordinate worker’s power, materials, machinery, and money.
It is a discipline that associated with the planning and coordinating of people and
technical resources to achieve a technological objective. In order to effectively lead
engineering projects, teams, and organizations, engineering management is a
specialist field that blends engineering, management, and business administration
principles. Its main objective is to ensure that engineering projects are completed
effectively, on schedule, and within budget while also fulfilling quality standards and
accomplishing organizational goals. It does this by applying management and
leadership principles to engineering tasks. A wide range of duties and competencies
are included in engineering management.

8. How may one define management?

The process of planning, organizing, directing, and regulating resources, including
people, money, materials, and information, in order to successfully and efficiently
accomplish particular goals and objectives is known as management. In order to
complete tasks, resolve issues, and make choices in the interest of organizational
success, it entails coordinating the actions of individuals and teams inside an
organization. The dynamic and diverse field of management includes a range of
tasks and endeavors with the ultimate goal of successfully accomplishing
organizational goals. Using the right tools and procedures is only one aspect of
effective management; other essential talents include excellent leadership,
communication, problem-solving, and decision-making abilities.

9. What qualification must an engineer manager have?

To be an engineer manager,
there are some qualifications
to consider such as bachelor’s
7|Page
degree in engineering from a
reputable school or others, few
years of experience in pure
engineering job, training in
supervision, and special
training in engineering
management.
To be an engineer manager,
there are some qualifications
to consider such as bachelor’s
degree in engineering from a
reputable school or others, few
years of experience in pure
engineering job, training in
supervision, and special

8|Page
training in engineering
management.
To effectively lead engineering teams and projects, engineering managers often
need a combination of technical expertise, managerial abilities, and industry-specific
knowledge. While particular requirements might change based on the business,
organization, and degree of responsibility. Common qualifications and requirements
for engineering managers: Engineering Degree, Management and Business
Education, Professional Engineering License, and Work Experience. Overall,
engineering managers require a diverse skill set encompassing technical,
managerial, and leadership abilities to effectively lead engineering teams, drive
project success, and achieve organizational objectives

10. How many one become a successful engineer manager?

It takes commitment to continuous learning and development, perseverance, and
dedication to become a great engineering manager. A strong foundation of technical
knowledge, the development of critical leadership and management abilities, and
keeping up with industry trends are all things that prospective engineering managers
may do to improve their chances of success in the workplace.

To be an engineer manager, there are some qualifications to consider such as

bachelor’s
degree in engineering from a reputable school or others, few years of experience in
pure
engineering job, training in supervision, and special training in engineering
management.
To be an engineer manager, there are some qualifications to consider such as
bachelor’s
degree in engineering from a reputable school or others, few years of experience in
pure
engineering job, training in supervision, and special training in engineering
management.
degree in engineering from a reputable school or others, few years of experience in
pure
engineering job, training in supervision, and special training in engineering
management.
To be an engineer manager, there are some qualifications to consider such as
bachelor’s
degree in engineering from a reputable school or others, few years of experience in
pure

9|Page
engineering job, training in supervision, and special training in engineering
management.
To be an engineer manager, there are some qualifications to consider such as
bachelor’s
degree in engineering from a reputable school or others, few years of experience in
pure
engineering job, training in supervision, and special training in engineering
management.

1. Can the engineer manager avoid making management decision? Why or why not?
No, an engineering manager is compelled to make managerial choices. An
engineering manager's job involves making management decisions, which are
essential to successfully managing engineering teams, projects, and organizations.
A key component of an engineering manager's job description is making
management decisions, which are necessary for efficiently managing engineering
teams, projects, and organizations. Every day, engineering managers have to make
a lot of choices to deal with obstacles, seize opportunities, and accomplish corporate
goals and objectives.

2. When a problem becomes apparent and the engineer manager chooses to ignore
it, is he making a decision? Explain your answer.
Yes, even if it's a passive decision, an engineering management does make a choice
when they decide to overlook an issue that comes to light. In conclusion, an
engineering management is taking a decision, although one that can have
unfavorable effects, when they decide to overlook an issue. To be an effective
leader, one must confront issues head-on, look for answers, and take decisive action
to reduce risks and guarantee the success of teams and projects.

3. Why is proper diagnosis of the problem important?

Proper diagnosis of a problem is essential for understanding its root causes,
developing effective solutions, preventing recurrence, optimizing resource allocation,
minimizing unintended consequences, building stakeholder confidence, and
facilitating continuous improvement. It is a critical step in the problem-solving

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process that lays the foundation for successful outcomes and organizational
success.

4. What are the components of the environment from the point of view of the
decision-maker? What do they consist of?
Internal Environment: An organization's internal environment encompasses elements
that may influence the way decisions are made. This comprises:

The values, customs, and beliefs that influence behavior and choices made inside a
company are known as its organizational culture.
Organizational structure: The roles, responsibilities, and formal hierarchy that specify
the processes by which decisions are made and carried out.

Resources: The organizational financial, human, and technological assets that can
influence the viability and execution of choices.
Policies and procedures: The norms and regulations that control how decisions are
made and behaved in a company.
External Environment: Anything outside the organization that may have an impact on
decision-making is included in the external environment. This comprises:

Economic variables: A market's demand, costs, and revenues can be impacted by

economic conditions including inflation, unemployment, interest rates, and GDP
growth. These factors can also have an impact on decisions made about pricing,
investments, and the distribution of resources.
Political factors: In particular, in regulated industries or international markets,
government policies, laws, and political stability can have an impact on business
operations, market dynamics, and strategic decisions.

Socio-cultural variables: Consumer preferences, market demand, and stakeholder

expectations can be shaped by social and cultural trends, beliefs, attitudes, and
demography. These factors can also have an impact on decisions about product
development, marketing, and corporate social responsibility.
Technological factors: Innovation, disruptions, and advances in technology can
provide firms possibilities or risks, affecting choices about new product development,
enhanced workflow, and digital transformation.
From the perspective of a decision-maker, the environment consists of internal
elements like organizational culture, structure, and resources, as well as external
elements like socio-cultural, political, technological, legal, and environmental
aspects. Due to the interaction and influence of these factors on decision-making
procedures and results, decision-makers must effectively assess and respond to the
uncertainties and complexities of their surroundings.

5. How many one develop viable alternative in problem solving?

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Ten job skills that are now in demand:
1. Sophisticated problem-solving
2. Ingenuity
3. Analytical reasoning
4. Human resource management
5. Project management
6. Intelligence emotional
7. Skills in customer service:
8. Making decisions and exercising sound judgment
9. Cognitive flexibility and range
10. Negotiation

These abilities are frequently mentioned as prerequisites for executive roles that pay
more. The first three are straightforward problem-solving techniques. The remaining
seven are equally helpful in solving puzzles. Developing alternatives within a
problem-solving method would benefit greatly from number 9.

6. How may alternative solutions be evaluated?

Alternative solutions can be evaluated using various methods and criteria to
determine their feasibility, effectiveness, and suitability for addressing the problem at
hand.
Criteria-Based Evaluation: Establish criteria or evaluation criteria against which
each alternative solution will be assessed.
Quantitative Analysis: Use quantitative methods to measure and compare the
performance of alternative solutions based on numerical data and metrics.
Qualitative Analysis: Use qualitative methods to evaluate alternative solutions based
on subjective judgments, expert opinions, and qualitative criteria.
Through the application of these assessment methodologies and the consideration
of pertinent criteria, decision-makers are able to methodically evaluate potential
solutions and arrive at well-informed decisions that optimally tackle the issue and
produce the intended result.

7. Why is it important for those who will be involved in implementation to understand

and accept the solution to the problem.

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Fostering commitment, alignment, effective execution, adaptability, quality,
consistency, feedback, improvement, and stakeholder satisfaction requires that
people involved in implementation comprehend and accept the problem's solution. It
establishes the groundwork for both the short-term and long-term success in solving
the current issue.

8. What are the approaches in solving problems?

Scientific Method: The scientific method involves a systematic process of inquiry and
experimentation to solve problems. It typically includes steps such as observation,
hypothesis formulation, experimentation, data analysis, and conclusion drawing. This
approach is widely used in scientific research and experimentation to understand
natural phenomena, test hypotheses, and solve complex problems.
The process of creative problem-solving entails coming up with original concepts,
methods, and answers to issues. Methods like mind mapping, design thinking, lateral
thinking, and brainstorming are used to explore options, foster creativity, and
produce original answers to challenging issues.
9. What quantitative techniques are useful in decision making?

a. Inventory model
b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
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b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
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b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
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b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
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b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
a. Inventory model
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b. Queuing theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statically Decision-Theory
 Model B inventory
 Theory of Queuing
 Network Models
 Predicting
 Analysis of Regression
 Simulating
 Programming in Lines
 Theory of Sampling
 Statistics-Based Decision-Making
Decision-makers may model complex systems, analyze data, maximize resources,
and make well-informed decisions across a broad range of applications and
disciplines with the help of these quantitative methodologies. Decision-makers can
increase the efficacy, precision, and quality of their decision-making processes by
utilizing quantitative analysis.

10. What is the purpose of Bayesian analysis?

Providing a consistent and logical framework for updating beliefs, drawing
conclusions, measuring uncertainty, and guiding data- and prior knowledge-based
decision-making is the aim of Bayesian analysis. It is extensively utilized to address
a variety of academic concerns and real-world issues in domains like statistics,
machine learning, Bayesian inference, and decision analysis.

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1. Why is planning an important activity for engineer managers?
Engineering managers depend on planning to establish priorities, distribute
resources, control risks, maximize time and money, promote teamwork, guarantee
quality, adjust to changing conditions, and promote ongoing development. Managers
may improve their capacity to lead projects successfully, accomplish organizational
goals, and provide value to customers and stakeholders by participating in effective
planning activities.

2. How may ‘’ planning’’ be defined?

Planning is the process of defining objectives, creating timetables, assigning
resources, laying out tasks, creating strategies, and coming up with plans of action to
reach those goals. It entails projecting future requirements, risks, and opportunities
and creating a plan of action or roadmap to direct execution and decision-making.
Planning is a broad term that includes a variety of tasks intended to guarantee that
resources are used effectively and efficiently in order to achieve organizational goals
and objectives. These tasks include forecasting, analysis, prioritization, coordination,
communication, and evaluation. Achieving targeted results and adapting to changing
circumstances requires effective planning, which include evaluating present
situations, identifying gaps or obstacles, creating plans to solve them, and regularly
monitoring and modifying plans as necessary.

3. What planning activities are undertaken at various management levels?

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Strategic Management Planning:
Establishing the long-term objectives, vision, and mission of the company.
Establishing strategic goals and priorities to drive the organization's course.
Examining the competitive landscape, market trends, and regulatory aspects of the
external environment.
Evaluating one's own resources, abilities, and shortcomings.
Creating plans of action, initiatives, and strategies to accomplish strategic goals.
Setting up performance measures and allocating resources to monitor advancement.
Reviewing and updating strategic plans in response to feedback and shifting
circumstances.
Tactical planning (mid-management):

Translating strategic objectives into departmental or functional goals and priorities.

Creating strategies, programs, and initiatives to advance strategic goals.

Allocating resources such as finances, manpower, and equipment to achieve

departmental objectives.

Activities are coordinated across departments or units to ensure that they are in line
with organizational strategies.
Identifying key performance indicators (KPIs) and metrics for monitoring progress
and performance.
Creating schedules, milestones, and deadlines for project implementation.
Monitoring and analyzing progress toward goals, discovering deviations, and taking
corrective action when necessary.
Operations Planning (Frontline Management):

Create precise plans and schedules to carry out day-to-day activities and chores.
Assigning specified roles and duties to individual individuals or teams.
Coordinating resources, such as labor, materials, and equipment, to accomplish
production or service delivery goals.
Developing production schedules, work orders, and task lists to guarantee optimal
workflow and resource usage.
Policies, processes, and guidelines are being implemented to ensure compliance
with standards and regulations.
Monitoring activities in real time, finding bottlenecks or difficulties, and making
changes to improve performance.
Employees receive feedback, coaching, and support to improve their productivity
and job quality.
Each management level contributes to the overall planning process, which is
interrelated and complementary, to guarantee alignment, coordination, and
effectiveness in reaching company goals and objectives.

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4. What are the steps in the planning process?

Setting organizational, divisional,

or unit goals
 Goals – the precise statement
of results sought quantified in
time and magnitude,
where possible
o Developing strategies or
tactics to reach those goal
 Strategy – a course of action
aimed at ensuring that
organization will achieve its
objectives
 Tactic – a short term action
taken by management to adjust to
negative internal or
external influences
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o Determining resources
needed
 Human
 Non-human
o Setting standards
 Standards for measuring
performance may be set at the
planning stage
 When actual performance
does not match with planned
performance, corrections
or reinforcements should be given
Establishing divisional, unit, or organizational goals
Objectives - the exact description of desired outcomes, where feasible specified in
terms of time and size
Creating plans or methods to accomplish those objectives
Strategy - is a plan of action designed to guarantee that an organization will meet its
goals.
Management tactic - is a short-term measure used to counteract unfavorable
external or internal factors.
Calculating the required resources
- Human
- Not human

Establishing norms
It is possible to establish performance standards at the planning phase.

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Corrections or reinforcements should be made when anticipated performance does
not match actual performance.

5. What are the types of plans? How many they be classified?

 Functional area plan – plans may be prepared according to the needs of the
different functional area.
TYPES OF FUNCTIONAL AREA PLANS
Marketing Plan – written document or blueprint for implementing and controlling an
organization’s marketing activities.
Production Plan – quantity of output a company must produce in broad terms and by
product family.
Financial Plan – summarizes the current financial situation of the firm, analyzes
financial needs, and recommends a direction for financial activities.
Human Resource Management Plan – indicates the human resource needs of a
company detailed in terms of company and quality and based on the requirements of
the company’s strategic plan.
 Plans with time horizons – plans with time horizon consist of the following:
Standing plans – these plans are used again and again, and they focus on
managerial situations that occur repeatedly. Standing plans may be further classified
as follows:
Policies – broad guidelines to aid managers at every level in making decisions but
recurring situations or function.
Procedures – plans that describe the exact series of actions to be taken ina given
situation.
Rules – statements that either require or forbid a certain action.

6. What is a production plan? What are its components?

A production plan is a thorough blueprint or strategy that describes how a business
will produce its goods or provide its services in an efficient and effective manner to
satisfy client demand. It acts as a guide for the manufacturing process, making sure
that resources are used wisely, deadlines are fulfilled, and quality standards are
upheld. A well-thought-out production plan aids in maximizing output, reducing
expenses, and optimizing resource usage.
COMPONENTS OF PRODUCTION PLANNING
1) Planning
2) Routing

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3) Scheduling
4) Dispatching
5) Execution
7. What is a budget?
A budget is a financial plan that outlines an organization's or individual's expected
income and expenses over a specific period, typically covering a year. It serves as a
roadmap for managing finances, allocating resources, and achieving financial goals.
Budgets are essential for controlling spending, maximizing savings, and ensuring
that resources are used efficiently and effectively.

8. What is meant by ‘’ company mission’’?

The mission statement is a powerful tool that organizations use to communicate their
purpose, values, and reason for being. It also serves as a declaration of intent to the
public and other members of the organization about the fundamental beliefs and
aims of the company.

9. What are the barriers to planning?

Barriers to Planning:
-Insufficient or nonexistent planning
-Absence of dedication to the process of planning
-Not as much information
-Putting more emphasis on the here and now than on the future
-Over-reliance on the planning section of the organization
-Focusing on factors that can be controlled

10. What may be used as aids in planning?

There are a number of tools available for planning that can help speed up the
process, better decision-making, and increase the efficacy of the plans. Typical tools
for planning include:
 Data and Information: Planning is based on accurate and pertinent data and
information. This comprises financial data, performance indicators, historical
data, market research, and other pertinent data that sheds light on the state of
affairs now and in the future.
 Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is a tool
used to assess an organization's internal strengths and weaknesses as well
as external opportunities and threats present in its operating environment. It
offers insightful information that is useful for strategic planning and judgment.

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  Brainstorming and Creative Thinking Techniques: During planning,
brainstorming sessions and creative thinking methods like mind mapping,
lateral thinking, and Six Thinking Hats can produce original ideas, solutions,
and approaches to problems that arise.

To be an engineer manager,
there are some qualifications
to consider such as bachelor’s
degree in engineering from a
reputable school or others, few
years of experience in pure
engineering job, training in
supervision, and special
training in engineering
management.

25 | P a g e