Engineering Management

• This course specializes in management by applying engineering principles to business, covering topics from the engineer's role to becoming a successful engineering manager.
• It emphasizes skills like organizing resources to improve decision-making effectiveness and efficiency.
• Learning outcomes expose engineering students to managerial concepts as Engineering Managers.
• Tasks primarily involve providing leadership.

The Engineer Manager

• Must master decision-making intricacies
• Will face situations requiring choices among options, which will have effects on the organization's operations
• The quality of decision-making is crucial for their professional success of managers
• Bad choices destroy organizations
• Good choices promote continuous growth

Introduction

• Engineering is the profession of utilizing math and science with expertise to develop economic uses of nature for humanity.
• Management is the process of achieving goals by planning, organizing, staffing, leading, and controlling.
• A "force" or group directs effort toward a common organizational objective.
• Achieving results through group effort and resource utilization determines organizational success.
• Engineering Management means designing and maintaining an environment for goals/objectives.
• It combines technical knowledge with the ability to organize power, materials, machinery, and money.
• Management applies to any kind of organization and all managers, focusing on productivity through effectiveness and efficiency.

Engineers in Organizations

• Organizations are classified based on engineering job levels
• Level One are retail firms where engineers address facility and environmental policy aspects
• Level Two are transportation companies, involving management of transport growth and public impact
• Level Three are construction firms (urban-based) focusing on real estate, alterations, and strong analytical skills

Engineers in Retail Industry

• Engineers participate in design reviews for product production and distribution
• Engineers maintain design and product quality during development
• Engineers must develop integrated project plans and new production facilities including office buildings

Engineers in Transportation Industry

• Work measurement and analysis offers management tools to control transport and creates a mechanism to measure performance.
• It develops work schedules and routes to cut costs and increase service.
• Measurement systems develop effective transportation performance, like satisfaction, cost, and accuracy.

Engineers in Construction Industry

• They manage supply chains, supplier relationships, and cost/performance
• They control, manage indices

Decision Making

• Decision-making chooses alternative actions appropriate to a situation, requiring managers to use designed procedures to solve problems.
• Decisions are made at all management levels (top, middle, lower)
• Decisions encompass all management functions (planning, organizing, leading, controlling)
• Decision-making forms the heart of management roles
• Rational decision-making (per David H. Holt) includes:

Diagnose Problem

• Identifying one's problem
• Solved when the actual situation differs from the desired one
• Example given: a construction firm not building a contracted structure yet

Analyze Environment

• A significant role in the success of the organization
• Analysis being very important
• Identifying constraints, internal or external limitations
• Internal limitations include:
  • Limited funds, training, designed facilities
• External limitations include:
  • Patent control, market limits, zoning regulations (all must be considered)

Environmental Components

• Consists of two parts
• Internal Environment organizational activities within the firm affects decision-making
• External Environment: Valuables outside organization beyond short-run control

Develop/Evaluate Alternatives

• Problems can be solved many ways
• Best solutions must be found by a management
• Requires list preparation, viability checks, and revisions
• List revision is a necessary process
• List must be prepared to achieve the best solution

Making Decisions and Implementation

• After the correct analysis, managers choose and implement them
• Implement the decision with appropriate planning
• Effective implementation uses planning and resources

Evaluate Decision Results

• Results may vary, mandating feedback mechanisms for future decisions
• Feedback checks alternatives, criteria, and selected solutions
• Control ensures activities match desired outcomes
• A desired result validates made decisions

Approaches in Problem Solving

• Qualitative evaluation is based on intuition
• Managers use this method when:
  • Simple problems
  • Costs are low
  • Decisions are needed immediately

Quantitative Evaluation/Models

• Quantitative evaluation is rational and analytical
• Inventory Models all help engineer managers make inventory decisions
  • Economic order quantity minimizes yearly costs
  • Production order quantity applies to protection orders
  • Back order covers plan shortage
  • Discount is used to minimize total costs when offered

Queueing Theory/Network Models

• Queueing Theory calculates service capacity vs. waiting times, useful for waiting line problems
• Network Models breaks down complex tasks
• The Program Evaluation Review Technique managers use to schedule by using three time estimates for activities
• The Critical Path Method uses just one time factor

Regression Analysis/Simulation

• Regression Model predicts the future by examining associations between variables (simple or multiple).
• Simulation Model represents reality to draw conclusions on real-life problems.
• Evaluate alternatives can be made by the decision marker

Quantitative Techniques (pt 3)

• Linear Programming produces an optimum plan within constraints, such as supply and demand
• Sampling Theory uses quantitative methods to statistically determine processes for populations like quality control
• Statistical Decision Theory conceptualizes/analyzes problems and is often used with a Bayes Criterion

Planning/ Nature of Planning

• Planning constitutes most vital organizational activity.
• Affords the means to the managers to carefully analyze situations that effect decision making.
• This results in the minimum amount of mistakes and is a more effective route
• Planning guides a methodical achievement of a result by taking the output and implement properly as a plan

More on Planning

• Planning, according to Nickels and others, involves the anticipation and tactics needed of future trends to achieve organizational goal
• Definition of Cole and Hamilton: Plan "deciding what /who/where/when to be done, determining by standard"

Planning at Levels of Management

• Should be useful in to different area
• Planning follows these levels:
  • Top-level(strategic)
  • Intermediate-level and a
  • Lower-level (operational)

Strategic/Intermediate/Operational Planning

• Strategic planning: Determining org's goals and strategies to use the resources to get there
• Intermediate: Determining contributions units can make to allocated resource
• Operational: Determining how specific tasks will best be accomplished resource effectiveness and efficiency

Planning Process

• Process is in the following order: Setting Goals- Developing Strategies- Determining Needed Resources-Setting Standards

How Goals Are Set

First task managers provide sense of direction the organizational goals that set course. These include:

• To provide the course
• Direction for the vision
• Statement of results sought

Goal Development

• This provides an avenue to devise various results and strategies to reach goals to succeed
• Managers adapt the goals the will and implement their plans

Strategy

Course of action ensure that the organization will achieve its objectives

Tactics

short-term action adjust the negative things or forces formulated to keep firm on their original strategies stated on the tactical path.

Needed Resources/Setting Standards

• Engineer management determines amount of humans, non-human for each tactic
• Needed resources is required
• Standard is the stage of measuring performances after act

Types of Plans

• Classify different types, terms of frequency, time horizon of various times
• The following types of Functional Area includes:
• Marketing: written document for implementing activities is strategy-related
• Production: Document stating the quantity to product for product family
• Financial: Document to summarizes firm
• HR: indicates the human resource needs in terms of quality and quantity

Strategic Plan Breakdown

• Plans are used in the following process: Strategic, Operational, Financial
• It must contain a strategic planning
• The vision
• Goals/Objectives
• Strategies The key statement the company is a combination of org and their services

Time Horizon and Effective Planning

• Planning is made successful with the ability to:
• Recognize planning barriers
• Use aids Barriers are from manager uncommitted
• It must prevent:
  • Manager Barriers
  • Lack commit from plan
• Must provide information to plan. Gather information, multiple sources and the involvement of other in plan B Organazing goal acheive, facilitater growth

Organizing Overview

• Superior organization has proven in Second World War
• Allows a process to break down a total job manageable to people
• Allows tasks assignment, accountability roles

Organization Process/Structure

Process to the following: The structuring to accomplish effecively Positions called structure It defines the relation and power for people task It defines formal report and all It defines groupings in org in

Ineffective Ways To Structure

• Division of Labor: Work too small
• Delegation
• Groupings of all positions in small org
• Coordination the activities

Formal Organizations

Organization form after a plan is adopted that alligned and provide a char Formal org defines roles for organization It the formal structure: charts, manual, policies

Informal groups also must be there that helps the functions. Should also conform with the formal expectations for group Organizations can have types including functional and marketing

More on Organization

• The Functional is used in dept in which each member do one function to it and group to unit, must be in smaller org where expertise is important

• Some benefits include: Grouping with common task has resources use and scale, comman chain convergizes at top for unity, comm highly, structure improve problem solving, deep is specailization, employee progress through depth

But does have some dis: comm between department issues, top too much to solve, produce routine unmotivating tasks, limited org view and general lack management training

Product or Market Organization

• Type of org that brings people involved that will bring type of product or custom Provides operating divisions that are well structured. This include: flexibility to change, greater concern need, well coordinate dept, simple to fix problem, emphasis overall and goal

Disadvantages are duplication Less tech in dept and specialize less command and less control

Matrix org- each employee to a functional manager

More on a Technical Organization/Authority

The Matrix provides to make command structure good Has flexible environment and develop skill The comm is open for experts that may motivated them as well

Lacks and consuse roles-high conflict and more talking needs

Types of Authority

Delegate and follow type: manager can direct tasks to do to org, follows goal

Staff authority to get give better advisory and example is relations. Office are also classified as personal or specialize.

Delegation is needed to the work, if have skills but officer can over seewhere they all at. Authority is given to person where their decision are need it even if depts are good. These officer are also at budgets

Committees

Groups are inappropriate, harnessed to achieve a goal that large or small

Formal people groups together specific as companies which need line expertise. Can follow short or long term, the handle employees from an org

In Summary

• This section identifies the types of organizing for companies
• Delineating tasks and committees

Staffing and Success

• Best practices in organization for competitive

• Best suited person in org must be well

• Staffing helps align skills and objectives is facilitater

• Error could damage a firm in key roles should be done at quality only, errors is high

The Ill Advise Effect

• Program highlighted
• Nov 1981 in the culture program
• Disaster did occur, death of engineer by the results of

Staffing and its Importance

It puts the right skills for stance of the goals on right stance. This can be delegate so that right can be put in their qual

Determines skill need on skills, recriut, train and helps created job align org.

Staffing Steps cont

Planned deploy help and need the help help for the manager. It has:

The human resources planning: To plan skills, translate to goal, control result through quant

Forecasting can done through: time to track history, what happened, monitor if have response

The next logical step is Requitment- to find all talent to serve and select for that

Applicant Process

Is there in skill

Have the ability to follow skills

References those teacher, have the data

Interview with ask questions test their skill

Follow if get get hired, inductions for new hires can occur, show duty, follow plan

• Training is also needed, and training help those that may get for needed skills to improve their job more
• Can do training and general education executive with

Appraisal and Measure Performance

There follow the method skill: effect to motivate, the set goal, improve need access to promotion skill

Appraisal- may provide with: trait, performance level, help individual succeed more

Also through

• Center Methods: help better manager and use with employee
• Checklist Method: if what they know or skill
• Work Standard Method: set real for manger
• Rating help them to perform better with skill

But performance can also get: the skill and results- need to do will show need

Final Point on Performance and Decisions

It can get evaluated and those manager can help decide this. Some skill include bettery and the higher in responsibility

Change is great chance by opportunity. Is more good if is is voluntary.

So we now change topic and come Comminicating skills. Has a need for for the goals

Communicating Skills/Overview

• These includes better skill and essential for good 1.Essential in communication

2. Understand skills and processs
3. To over come with
4. Technics with skills

Objective on skill achievement and those has a process management It programmer or skill to respond Can follow comm efficiently effective

Importance of Communication

The process if sharing skill with message from Morris May work in following levels can be top- printed electronic as telephone

Functions are to help as a help support better process management is for that Can put more direction

• Communication is that give support too. It also what roles and help improve if anxiety that is for skill

• The process has eight direction such as- develop skill- encode- transmit-recieve-dcode

Developing/Encoding ideas

Have good idea, should prevent accidents the work Encode skill and transfer, encode well conform

The skills and encode- should be send through skill To get help Message help that reach the people and avoid interfere Process to recieve info by sending for all Messages may and when may know skill

Final Analysis of Techniques

When skill known to do the process, It can be successful well If the known as too increase Accept is the follow and reject in As super also get obligation skill

Factors that can help reach and send skill on that

Aaccuracy, sender having power to respond in that is better

Communication

The next skills better process

Feedback needed to sender- not to leave the manager out

This skills is attribute for well with all

• All com have major forms- can read well
• Oral or written, it easy and listen to person and also provide well of skill

Non-Verbal skills is the need skill for manager.

• Use the body language
• Communicate time, wear nice for all.

Barriers/Obstacles for Communications

• Multiple Factor, factors can derail message
• Barriers are personal or people
• Hindrance effective
• Or charistics, habit religion

Barriers and Semantics

• Physical barrier can block the transfer effective in work- if jet is to speaker or deviling skills good
• Semantics is the message process
• Error can constitute that

Process to Communicate

Should improve with skills to help to not have noises. and more with: 1- Feedback support if good for support 2- Repeat messages so know well is doing better 3. Multi skill channel 4. Easy language for help and not cause mix up

Communication

Better as direct and it help direct the manager better in skill with all better goal.

1. Upward Com Skills

Help to know performance of good and help get all the to the task on that

Horizontal For all to know and team a good direction with a way to pass info

Management systems too and help for what all is goal for what good intelligence

• The MIS well has been put with the bull team and that help for each other very well known better