Eng'g Management

• Tindoy's Group = Scientific Management Theory

• Mallorca's Group = Administrative Management Theory

• Fujikawa's Group = Behavioral Management Theory

• Doro-on's Group = Organizational Theory

Engineering Management
• Engineers find themselves at a decision point typically within 3 to 7
years after graduation. They choose between the technical specialty
and technical management route.
• According to various studies conducted, it is estimated that more
than 75% of engineers choose the technical management route, and
perform management tasks while maintaining identity in their
technical specialties.
• Despite this phenomenon, engineers are rarely trained for
management responsibilities. This course helps prepare engineers to
assume managerial positions within their technical specialty areas.
• Engineering is the profession in which a 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.
• The word “Management” originates from Old French ménagement
“the art of conducting, directing”, and from Latin manu agere “to
lead by the hand”)
• Management characterizes the process of leading and directing all or
part of an organization, often a business, through the deployment
and manipulation of resources (human, financial, material,
intellectual or intangible).
• Engineering management is a specialized form of management
concerned with the application in engineering, as a result of the
unique personalities and technical nature of engineering.
• Technically inept managers tend to be deprived of support by their
technical team, and non-commercial managers tend to lack
commercial acumen to deliver in a market economy. Largely,
engineering managers manage engineers who are driven by non-
entrepreneurial thinking, thus require the necessary people skills to
coach, mentor and motivate technical professionals.
• They manage engineers who are driven by non-
commercial thinking, thus require the necessary
people skills to coach, guide and motivate technical
professionals.
• Engineers are expected to perform a variety of task
depending on their specialization and job level.

• It is important to the engineer that he knows what is

expected of him so that he may be able to perform
his job effectively and efficiently.

• His next concern will be to identify the skills

required but which he does not have.
• As engineers are not trained to directly deal with the
people, it is expected that their weakness will most
often be on people-based skills.

• This difficulty will be more apparent once they are

assigned to occupy management positions.

• It follows that if the engineer manager would want to

do his job well, some expose to engineering
management activities becomes necessary.
• Since prehistoric times, mankind has benefited from the
various tools, equipment, and projects developed by
engineers.

• Among these are the following:

• Stone bladed Axe which was a very useful tool; and the
irrigation system used to promote crop growing (6000 to
3000 B.C).;
• The pyramins of Egypt (3000 to 600 B.C.);
• Roadbuildings by the Romans (600 B.C. to 400 A.D. );
• The production of paper and gunpowder by the Chinese
(100 A.D. to 1600 A.D.).;
• The production of steam engine and the spinning and
weaving machinery.(1601 A.D. to 1799 A.D.);
• The manufacturer of cars and household appliances
(modern times)
• Even as engineers are currently producing solutions to many of the
difficulties faced by mankind, much is still expected of them.

• Their outputs, new or improvements of old ones, are very much needed in
the following:
• (1) the production of more food for a fast growing world population;
• (2) the elimination of air and water pollution;
• (3) solid waste disposal and materials recycling;
• (4) the reduction of noise in various forms;
• (5) supplying the increasing demand for energy;
• (6) supplying the increasing demand for mobility;
• (7) preventing and solving crimes;
• (8) meeting the increasing demand for communication facilities.
• Engineering management refers to the functional management of
technical professionals..
• (1) Research
• (2) Design and development
• (3) Testing
• (4) Manufacturing
• (5) Construction
• (6) Sales
• (7) Consulting
• (8) Government
• (9) Teaching
• (10) Management
Research

• Where the engineer is engaged in the process of learning about

nature and codifying this knowledge into usable theories.
Design and development

• Where the engineer undertakes the activity of turning the product

concept to a finished physical item.
Testing

• Where the engineer works in a unit where new products or parts are
tested for workability.
Manufacturing

• Where the engineers is directly in charge of production personnel or

assume responsibility for the product.
Construction

• This is where the construction engineer is either directly in charge of

the construction personnel or may have responsibility for the quality
of the construction process.
Sales

• Where the engineer assists the company’s customer to meet their

needs, especially those require technical expertise.
Consulting

• Where the engineer works as consultant of any individual or

organization requiring his services.
Government

• Where the engineer may find employment in the government

performing any of the various task in regulating, monitoring and
controlling the activities of various institutions, public or private.
Teaching

• Where the engineer gets employment in a school and is assigned as a

teacher of engineering courses. Some of them later become deans,
vice presidents, and presidents.
 Management

• Where the engineer is assigned to manage groups of people

performing specific tasks.
 Levels of management

• Level One(Frontline managers) –Supervisors , team leader , line managers and project
managers
• This level of management requires a strong ability to communicate, mentor, train, organize and
optimize process.
• They are often highly skilled, technically competent, task oriented skills.
• This manager must be careful listeners capable of understanding employees needs, to optimize
their performance.
• Directly manage the workers and take responsibility for the day-to-day operations of the busines

• Level Two (Middle Managers)– General managers, branch managers and department
managers
• Responsible for leader lower level managers.
• A must have interpersonal skills or relational skills
• They motivates and lead the frontline managers
• Creates report for the frontline manager’s performance and report it to the top managers.

• Level Three(Top managers) – CEO , president, board of directors

• They are the one who do conceptualizing.
• focused on market positioning through long-range strategic planning
• Implements policies and objectives