ENGINEERING MANAGEMENT

MODULE 1

INTRODUCTION TO ENGINEERING
MANAGEMENT
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Engineers are relied upon to perform different tasks depending on their

specialization and work level. It is essential to the engineer that he
recognizes what is required of him to perform his activity adequately and
effectively.
• Oftentimes, the weakness of engineers is on people – based skills.
• When they are appointed to hold management roles, this challenge may
become more evident. Consequently, if the engineer manager wishes to try
to do his job well, some exposure to engineering management activities will
be necessary.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Some key issues that engineers encounter when

transitioning to management roles.
• Source: Hatica and Arkansas State University Online

• A) Communication Issues
• Engineering managers must bridge gaps between technical
and non – technical terms.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Some key issues that engineers encounter when transitioning to

management roles.
• Source: Hatica and Arkansas State University Online

• B) BALANCING TECHNICAL AND MANAGERIAL

RESPONSIBILITIES
• Engineers often find it hard to let go of direct technical work.
Shifting focus to managerial duties, such as strategic planning and
team motivation, requires a different skill set and mindset.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Some key issues that engineers encounter when

transitioning to management roles.
• Source: Hatica and Arkansas State University Online
• C) ADAPTING TO REGULATORY CHANGES
• Engineering managers must stay updated with regulatory
changes to ensure compliance. This may involve establishing
processes and guidelines, which can be complex and time –
consuming.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Some key issues that engineers encounter when

transitioning to management roles.
• Source: Hatica and Arkansas State University Online
• D) MAINTAINING TECHNICAL EXPERTISE
• Managers must continue learning to keep up with
technological advancements, which can be difficult when
balancing managerial responsibilities. Continuous learning
and encouraging team development are essential.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Some key issues that engineers encounter when

transitioning to management roles.
• Source: Hatica and Arkansas State University Online
• E) MANAGING TEAM DYNAMICS
• New managers might struggle with changes in relationships,
especially if they are promoted within the same team. They
need to establish new boundaries and learn to support their
team without micromanaging.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• Some key issues that engineers encounter when transitioning to

management roles.
• Source: Hatica and Arkansas State University Online

• F) HANDLING WORKLOADS AND PREVENTING

BURNOUT
• Distributing workloads fairly and preventing team burnout are
major challenges. Managers need to ensure that team members
are not overburdened and that their work conditions are
conducive to productivity and well – being.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING
• 1) The art of managing engines
• 2) A profession in which scientific knowledge and
mathematics is used and experimented with to
develop ways that benefit mankind, making it
extremely important to society.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING
• Engineering is the profession in which knowledge of the
mathematical and natural sciences gained by study,
experience, and practice is applied with judgment to
develop ways to utilize, economically, the materials and
forces of nature for the benefit of mankind.
• Source: ABET (Accreditation Board for Engineering and
Technology)
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING
• Engineering is the profession in which knowledge of the
mathematical and natural sciences gained by study,
experience, and practice is applied with judgment to
develop ways to utilize, economically, the materials and
forces of nature for the benefit of mankind.
• Source: ABET (Accreditation Board for Engineering and
Technology)
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING
• Engineering is the art and science of applying
scientific principles to practical ends in the design,
construction, and operation of efficient and
economical structures, equipment and systems.
• Source: ASCE (The American Society of Civil
Engineers)
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERS
• People who logically apply quantifiable principles.
Academic knowledge, practical training, experience
and work – study are all avenues to becoming an
engineer.
• A person who designs, builds, or maintains engines,
machines, or public works.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERS
• An engineer is a professional who applies the
principles of science and mathematics to develop
solutions for technical problems. Engineers design,
evaluate, develop, test, modify, install, inspect and
maintain a wide variety of products and systems
• Source: ASME (The American Society of Mechanical
Engineers)
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERS
• An engineer is someone who invents, designs,
analyzes, builds and tests machines, systems,
structures and materials to fulfill objectives and
requirements while considering the limitations
imposed by practicality, regulation, safety and cost.
• Source: IET (The Institution of Engineering and
Technology)
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ELECTRONICS ENGINEERS (RA 9292)

• The scope and nature of practice of the Electronics Engineer shall
embrace and consist of any work or activity relating to the
application of engineering sciences and/or principles to the
investigation, analysis, synthesis, planning, design, specification,
research and development, provision, procurement, marketing and
sales, manufacture and production, construction and installation,
tests/ measurements/control, operation, repair, servicing, technical
support and maintenance of electronic components, devices,
products, apparatus, instruments, equipment, systems, networks,
operations and processing…
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ELECTRONICS ENGINEERS (RA 9292)

• … in the fields of electronics, including communications
and/or telecommunications, information and
communication technology (ICT), computers and their
networking and hardware/firmware/software
development and applications, broadcast/broadcasting,
cable and wireless television, consumer and industrial
electronics, electro – optics/photonics/opto-
electronics,…
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ELECTRONICS ENGINEERS (RA 9292)

• … electro-magnetics, avionics, aerospace, navigational and military
applications, medical electronics, robotics, cybernetics, biometric and
all other related and convergent fields; it also includes the
administration, management, supervision and regulatory aspects of
such works and activities; similarly included are those teaching and
training activities which develop the ability to use electronic
engineering fundamentals and related advanced knowledge in
electronics engineering, including lecturing and teaching of technical
and professional subjects, given in the electronics engineering and
electronics technician curriculum and licensure examinations.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• PROFESSIONAL ELECTRONICS ENGINEERS

(RA 9292)
• The Professional Electronics Engineers shall embrace and
consist of all of the above plus the sole authority to
provide consulting services and to sign and seal
electronics plans, drawings, permit applications,
specifications, reports and other technical documents
prepared by himself/herself and/or under his direct
supervision.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• RESEARCH
• Engineers engage in the process of learning things
and the codification of this knowledge into useful
theories.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• DESIGN AND DEVELOPMENT
• The engineer carries out the task of translating the
product design to a finished physical object.
Manufacturability and value engineering teams are
responsible for developing prototypes and
requirements at the product development stages of
research, growth, design and production
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• TESTING
• Engineers will test the product for its workability
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• MANUFACTURING
• The engineer is directly in charge of production
personnel or assumes responsibility for the product.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• CONSTRUCTION
• The engineer directly assumes responsibility for the
production staff or in charge of the construction
process.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• SALES
• The engineer assists the clients of the organization in
meeting their needs, in particular those needing
technological expertise.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• CONSULTING
• The engineer is the consultant of any individual or
organization which requires his services.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• GOVERNMENT
• The engineer is able to find jobs in the government
performing some of the numerous tasks of
regulating, monitoring and controlling the activities of
various public or private institutions.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• TEACHING
• The engineer gets a position at the school as an
engineering teacher. Some are deans, chairmen and
vice-presidents.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF AN ENGINEER
• MANAGEMENT
• The engineer is appointed to manage groups of
people who will carry out specific assignments.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• THE ENGINEER IN VARIOUS TYPES OF

ORGANIZATION
• From the viewpoint of the engineer, organizations
may be classified according to the degree of
engineering jobs performed.
• Level One
• Level Two
• Level Three
 INTRODUCTION TO ENGINEERING MANAGEMENT

• THE ENGINEER IN VARIOUS TYPES OF

ORGANIZATION
• LEVEL ONE
• Those with nominal engineering jobs like retailing firms (companies
that sell goods or services directly to consumers for personal or
household use).
• The engineer will have a slim chance of becoming the general
manager or president of level one, unless he owns the firm. The
engineer manager may be assigned to head a small engineering unit
of the firm, but there will not be too many firms which have this
unit.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• THE ENGINEER IN VARIOUS TYPES OF

ORGANIZATION
• LEVEL TWO
• Those with an average engineering jobs like
transportation companies.
• In level two firms, the engineer may be assigned to head
the engineering division. The need for management skills
will now be felt by the engineer manager.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• THE ENGINEER IN VARIOUS TYPES OF

ORGANIZATION
• LEVEL THREE
• Those with a high degree of engineering jobs like
construction firms.
• Level three firms provide the biggest opportunity for an
engineer to become the president or general manager. In
this case, the engineer manager cannot function
effectively without adequate management skills.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT
• It is the process of designing and maintaining an
environment in which individuals, working together
in groups, efficiently accomplish selected aims.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT
• Management is getting
things through others.
Management needs:
• Objective
• Resources
• Methods
• Organization setting
• People
 INTRODUCTION TO ENGINEERING MANAGEMENT
• ENGINEERING MANAGER VS. GENERAL (PRODUCT)
MANAGER
• Focus and Scope
ENGINEER MANAGER
Primarily focuses on managing engineering
teams, projects, and technical processes. They
are responsible for setting engineering
strategies, overseeing technical operations,
and ensuring that engineering projects align
with company goals. Their role is deeply
rooted in technical expertise and guiding the
engineering function within the organization.
PRODUCT MANAGER
Focuses on broader project execution and
delivery. They manage various aspects of
projects such as scope, budget, schedule, and
quality. They assemble project teams,
coordinate resources, and ensure projects
meet their objectives. Their role involves
more general management skills and
methodologies like Agile or Waterfall.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING MANAGER VS. GENERAL (PRODUCT)

MANAGER
• Responsibilities
ENGINEER MANAGER
Manages engineering personnel, sets
engineering goals, mentors and develops
engineering teams, oversees technical
strategy, drives process improvements,
adopts new technologies, and maintains
engineering standards.
PRODUCT MANAGER
Plans and tracks project progress, manages
project scope and budget, coordinates team
activities, communicates with stakeholders,
resolves issues, and ensures project
milestones are met.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING MANAGER VS. GENERAL (PRODUCT)

MANAGER
• Technical Expertise
ENGINEER MANAGER PRODUCT MANAGER
Requires deep technical knowledge and Requires strong organizational and
hands-on engineering experience. They are leadership skills but does not need to have
often involved in making technical decisions the same level of technical expertise as an
and understanding complex engineering engineering manager. Their focus is more on
challenges. managing the project lifecycle and team
dynamics.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING MANAGER VS. GENERAL (PRODUCT)

MANAGER
• Metrics and Tools
ENGINEER MANAGER PRODUCT MANAGER
Tracks productivity, technical quality, and Tracks project-specific metrics such as on-
engineering metrics such as defects and time performance, budget adherence, and
technical debt. Uses engineering tools for quality. Uses project management tools like
design, testing, and release management Gantt charts, Kanban boards, and project
management software.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• ENGINEERING MANAGER VS. GENERAL (PRODUCT)

MANAGER
• Orientation
ENGINEER MANAGER PRODUCT MANAGER
Focuses on long-term engineering strategy Focuses on the short-term deliverables and
and the continuous improvement of milestones of specific projects, ensuring they
engineering capabilities within the are completed on time and within budget.
organization.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• FUNCTIONS OF MANAGEMENT
 INTRODUCTION TO ENGINEERING MANAGEMENT

• LEVEL OF MANAGEMENT
 INTRODUCTION TO ENGINEERING MANAGEMENT

• TOP – LEVEL MANAGEMENT

• Chief Executive Officer (CEO): Responsible for overall
strategic direction and decision-making in the organization.
• Chief Financial Officer (CFO): Oversees financial planning,
reporting, and risk management.
• Chief Operating Officer (COO): Manages day-to-day
operations and ensures organizational efficiency.
• President or Vice President: Heads of major divisions or
regions within the organization.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MIDDLE – LEVEL MANAGEMENT

• Department Heads or Directors: Manage specific
departments such as Marketing, Human Resources,
IT, etc.
• Regional Managers: Responsible for operations
within a particular geographic area or region.
• Branch Managers: Oversee operations at a specific
branch or location of the organization.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• LOWER – LEVEL MANAGEMENT

• Supervisors or Team Leaders: Directly oversee the
work of frontline employees.
• Office Managers: Manage administrative tasks and
support functions within a department or office.
• Shift Supervisors: Responsible for managing
operations during specific shifts, often in
manufacturing or retail settings.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT SKILL
• Managers must be qualified to execute the
management duties and play various responsibilities.
Robert Katz identified three management skill that
are necessary for effective management:
• Technical Skills
• Human Skills
• Conceptual Skills
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT SKILL
• TECHNICAL SKILLS
• Understanding of technical processes and
procedures related to specific fields like mechanical
engineering, electronics engineering or civil
engineering.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT SKILL
• HUMAN SKILLS
• Ability to motivate and lead teams effectively
• Skill in resolving conflicts and mediating disputes
among team members.
• Clear and effective communication with employees,
customers and stakeholders
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT SKILL
• CONCEPTUAL SKILLS
• Ability to develop long – term goals and strategies for
organizational growth.
• Capacity to analyze complex situations and make sound
decisions based on understanding of organizational goals
and priorities.
• Aptitude for identifying problems within the organization
and developing innovative solutions
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT ROLES
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT ROLES
• INTERPERSONAL
• a. Figurehead: representing the organization, the manager
performs ceremonial or legal actions as the head of an
organization. Relationship is largely “Outward”.
• b. Leader: “Downward” relationship of selecting, guiding and
motivating subordinates.
• c. Liaison: “Horizontal” relationship with peers and people in
other organizations that are built and nurtured for mutual
assistance.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT ROLES
• INFORMATIONAL
• a. Monitor / Gatekeeper: To understand external trends
that might affect the organization.
• b. Disseminator: Transmitting information internally to
others.
• c. Spokesman: Speaking for the organization to external
bodies and individuals.
 INTRODUCTION TO ENGINEERING MANAGEMENT

• MANAGEMENT ROLES
• DECISIONAL
• a. Entrepreneurial: Initiate change, assume risk, transform
ideas into useful products and services.
• b. Disturbance Handler: Deal with unforeseen problems and
crises.
• c. Resource Allocator: Distributing the normally rare
resources of the organization.
• d. Negotiator: Role of bargaining with suppliers, customers,
subordinates, peers, etc…
ENGINEERING MANAGEMENT
MODULE 1

INTRODUCTION TO ENGINEERING
MANAGEMENT