BELLS UNIVERSITY OF

TECHNOLOGY
…Only the best is good for Bells.
OTA, NIGERIA

MEE 527
(ENGINEERING MANAGEMENT)

WEEK 1

Organizational Structure and behaviours

By
Prof Ojo S. Fayomi
www.bellsuniversity.edu.ng
 MANAGEMENT
Management is an activity or process.

management is the management is the process of assembling

and using sets of resources in a goal-directed manner to
accomplish tasks in an organization.
Sub division of Key parts
 Management is a process
 Management involves assembling and using sets of
resources
 Management involves acting in a goal-directed manner to
accomplish tasks
 Management involves activities carried in an organization
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 Management is the getting things done through others,

Management needs;

Objective

Resources

Methods

Organization Setting
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People
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 ENGINEERING MANAGEMENT
 Engineering Management is concerned with the design,
installation and improvement of Integrated systems of
people, material, information, equipment and energy

 by drawing upon specialized knowledge and skills in the

mathematical, physical and social sciences,

 together with the principles and methods of engineering

analysis and

 design to specify, predict and evaluate the results to be

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obtained from such systems

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  Engineering Management is the fusion of business and
engineering principles

 with knowledge of economics and management they can forecast

or predict the utility, advantages, disadvantages of the
product also know the product scope and growth consideration

 Specialized form of management that is concerned with the

application of engineering principles to business practice

 It provides career for technological problem-solving savvy of

engineering and the organizational, administrative and planning
abilities of management to oversee complex enterprises from
conception to completion
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  Example areas of engineering management are:
Product development
Manufacturing
Construction
Technology
Production

 Managers are trained to understood H.R.M, finances,

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industrial psychology, quality control etc.

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 ENGINEERING MANAGEMENT DORMAIN

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 ENGINEERING VS MANAGEMENT
Engineering Management

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 WHAT DO MANAGERS DO
There are various classifications of Managerial Jobs
and they are :

1.Managerial Functions

2.Roles of Managerial Operations

3.Characteristics and dimensions of managerial jobs

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 ORGANIZATIONAL STRUCTURE
Organizing is a management function which refers to the
structure of resources and activities to accomplish objectives
in an efficient manner
PURPOSE OF THE STRUCTURE
It defines the :
 relationships between tasks and authority

 Formal reporting relationships, number of levels in

organizational hierarchy and span of control

 Groupings of Individuals into departments and departments

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into organization
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  The System to effect coordination of effort in both
vertical (authority) and horizontal (tasks) directions

In Organizational structure, the Engineer must be concerned

with the following:

 Division of Labour
 Delegation of Authority
 Departmentation
 Span of Control
 Coordination 11

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 THE FORMAL ORGANIZATION
The formal organization is the structure that details lines
or responsibilities, authority and the position
The Formal Structure is described by management through:
 Organization Chart
 Organizational manual
 Policy manuals
The organization Chart is a diagram of the organization’s
official positions
The organizational Manual provides written descriptions
of authority relationships, job procedures and details the
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functions of major organizational units.

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 The Policy Manual describes personnel activities and company
policies a diagram of the organization’s official positions

INFORMAL GROUPS
This are instances when members of an organization spontaneously
form a group with a friendship as a principal reason for belonging

They are useful in the accomplishment of certain tasks, especially

if these tasks suit their expectations
They are vulnerable to expediency, manipulation and opportunism
The Engineer manager must be on the lookout for the possible
harm the informal group may do to the organization. 13

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 TYPES OF ORGANIZATIONAL STRUCTURES
Functional organization: In this departmentalization, everyone is
engaged in one functional activity, e.g. Engineering or sales, is
grouped into one unit
Product or Market organization: this refers to the organization
of a company by divisions that unites all those involved with a
certain type of product or customer

Functional organization: In this, each employee reports to both

a functional or division manager and to a project or group
manager
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 Advantages of functional organization
 It promotes high-quality technical problem-solving
 Communication and coordination among staffs within
the is excellent
 The Organization is provided with in depth skill
specialization and development
Disadvantages of functional organization
 Decisions involving more than one department pile up
of the top management level and are often delayed

 Limited view of Organizational guide by employee

 Limited general management training for employees

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 Advantages of Product or Market organization
 Flexible and responsive to change

 High concern for customer’s needs

 Excellent coordination across functional departments

Disadvantages of Product or Market organization
 High possibility of duplication of resources across
divisions

 Less technical depth and specialization in divisions

 Less top management Control 16

 Competition for corporate resources

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 Advantages of Matrix organization
 More efficient use of resources than the divisions

 Flexibility and adaptability to changing environment

 Enlarged tasks for employees which motivate them better

Disadvantages of Matrix organization

 many meetings and more discussions than actions

Tendency for power dominance by one side of the matrix

High conflict between divisional and functional interests

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 TYPES OF AUTHORITY
Line Authority: a manager’s right to tell subordinates what
to do and monitor it
Staff Authority: a staff specialist’s right to give advice to
a superior

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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 PURPOSE OF COMMITTEES
A committee is a formal group of persons formed for a
specific purpose
Committee are very useful most especially to engineering
and manufacturing firms.
Committee may be classified as follows:
Ad hoc committee: One created for a short-term purpose
and have a limited life

Standing committee: It is relatively permanent committee

that deals with issues on an ongoing basis 19

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