Engineering Management Chapter 1

Introduction to Management

• Management is defined as connecting one's current state to desired goals efficiently, involving human and material resources.
• Urwick describes management as directing human activities, encompassing both art and science in decision-making.

Elements of Management

• Horizon: A defined operational boundary within which management functions.
• Organization: Provides the structure necessary for management tasks.
• Planning, implementation, and monitoring are universally essential for all management activities.
• Staffing is crucial to ensure resources are available for management efforts.
• Leadership and direction are fundamental components of effective management.
• Communication is vital, acting as the lifeblood of the management process.
• Coordination ensures all activities align toward achieving objectives.
• Constant evaluation and control are necessary for progress and compliance.
• Innovation plays a significant role in achieving competitive success.

Planning in Management

• Involves making decisions about what, when, why, how, and who regarding organizational actions.
• Self-appraisal helps determine current positions and formulate improvements.
• Environmental study assesses external factors affecting the organization.
• Goal specification outlines objectives and methods for achievements.
• Policies, standards, and anticipated actions must be established.
• Planning includes forecasting future needs and adjusting plans based on changing situations.

Types of Management

• Top Management: Composed of high-level officials like Chairman and Presidents; focuses on strategic planning.
• Middle Management: Consists of department heads and general managers; facilitates communication between top and lower management.
• Lower Management: Involves supervisors and operational personnel; emphasizes directing activities and ensuring task completion.

Roles of Managers

• Interpersonal Roles:

  • Figurehead: Represents the organization in symbolic actions.
  • Leader: Motivates and develops subordinates.
  • Liaison: Maintains relationships outside the organization for information and support.

• Informational Roles:

  • Monitor: Gathers information to understand organizational dynamics.
  • Disseminator: Shares relevant information, ensuring clarity and integration among team members.
  • Spokesperson: Represents the organization’s interests and communicates policies externally.

• Decisional Roles:

  • Entrepreneur: Seeks improvement opportunities and initiates change.
  • Disturbance Handler: Manages crises and unforeseen issues.
  • Resource Allocator: Distributes resources effectively within the organization.
  • Negotiator: Represents the organization in negotiations.

Knowledge Leadership Role

• Knowledge Team Builder: Constructs teams with specialized knowledge through ongoing education and technology.
• Knowledge Management: Sustains and shares expertise among team members to preserve organizational knowledge.

Change Handling Role

• Continuous Improvement Supporter: Advocates for marginal improvements and develops a quality culture.
• Benchmarking Leader: Identifies best practices and strives to close gaps between current performance and world-class standards.
• Re-engineering Leader: Oversees significant organizational redesigns, requiring careful planning and resource management due to inherent risks.

Management Challenges

• Managers must balance maintaining existing processes while inspiring teams to adapt to changes driven by customer demands.
• Flexibility and creativity are essential for responding effectively to evolving market needs.
• Measurement and data accuracy are crucial, yet intuition can sometimes guide decisions successfully.

Evolution of Management Science

• Modern management emphasizes measurable results, though intuitive decision-making remains relevant.
• Management adapts to changing styles and environments, drawing from other social sciences, resulting in unpredictability in practices and outcomes.