Engineering Management (ENSC 20042) Syllabus PDF

ENGINEERING MANAGEMENT Engr. R. Ilagan ( ENSC 20042 ) Lecturer  CLASS ORIENTATION SYLLABUS DISCUSSION ENSC 20042 ENGINEERING MANAGEMENT ENGR. R. G. ILAGAN ( LECTURER) SEPTEMBER 19 ,2024  COURSE SYLLABUS COURSE CODE : ENSC 20042 COURSE TITLE :...

ENGINEERING MANAGEMENT Engr. R. Ilagan ( ENSC 20042 ) Lecturer  CLASS ORIENTATION SYLLABUS DISCUSSION ENSC 20042 ENGINEERING MANAGEMENT ENGR. R. G. ILAGAN ( LECTURER) SEPTEMBER 19 ,2024  COURSE SYLLABUS COURSE CODE : ENSC 20042 COURSE TITLE : ENGINEERING MANAGEMENT COURSE CREDIT : 2 UNITS PRE-REQUISITE : NONE  COURSE SYLLABUS COURSE DESCRIPTION: The course deals primarily with the study on the application of engineering principles in the effective management of manufacturing / service enterprise especially on the role of an engineer in the productive utilization of its human resources. Topics include the basic management functions such as planning , forecasting and decision making, organizing, directing and controlling of systems inputs. Project planning , implementation and evaluation and control of activities in a particular project will also be given an overview. COURSE SYLLABUS  COURSE SYLLABUS GOALS OF THE BRANCH The PUP Sto. Tomas Branch commits to accomplish the following goals: ❑ Sustain a culture of quality among the branch stakeholders by providing opportunities for student, faculty and staff development at the local, regional, national and international levels. ❑Develop and nurture collaborative research culture. ❑Champion knowledge and technology transfer through responsive sustainable and development-oriented community extension programs. ❑Provide a learning-conducive campus environment where technology driven resources are available to students, faculty member are available to students, faculty members and staff in enlarging their skills and competencies to meet the demands of the changing times. ❑Ensure continuous improvement in the various areas of its operations through productive partnership and engagements with public, private and civil society acquire time.  COURSE OUTLINE 1.Introduction to Engineering Management ❑Engineering Management as defined ❑Basic Management Functions ❑Personalities in Engineering Management ❑Fayol’s 14 Principles of Management ❑ Functional Areas of Engineering ❑Evolution of Management Theories ❑The Nature of Planning ❑Importance of and Guidelines for Good Planning ❑Levels of Planning ❑Case study  COURSE OUTLINE 2.Planning ❑The Nature of Planning ❑Importance of and Guidelines for Good Planning ❑Levels of Planning ❑Case study  COURSE OUTLINE 3.The Organizing Process ❑Approaches to Organizing ❑Formal and Informal Organizations ❑Forms of Business Organizations ❑Decentralization and Centralization ❑Case study 4. The Staffing Function ❑Major Parts of Staffing ❑Staffing Process ❑Human Resource Management ❑Case study  COURSE OUTLINE 5. Basic Concepts on Leadership ❑Leaders and Leadership ❑Motivation and Different types of Motivation Theories ❑Communication Process in the Organization ❑ Case Study 6. The Controlling Function ❑Elements of Controlling ❑Prerequisites of Controlled system ❑Different forms of Control Techniques ❑Case Study  COURSE OUTLINE 7. Management Decision Making and Control Tools and their applications ❑PERT / CPM in Project management ❑Linear Programming : The graphical method ❑Decision Theory/ Decision Tree ❑Inventory Management and Control  COURSE REQUIREMENTS ❑Homeworks ❑Case studies ❑Quizzes ❑Midterm Examination ❑Final examination  COURSE SYLLABUS CLASSROOM POLICIES: ❖Students are required to attend classes regularly and punctually starting from the first day of school. ❖A 15-minute grace period will be given for the student before it will be considered late. Three (3) times late is equivalent to 1 absence. The students will be considered absent if the student does not arrive 30 minutes after the class starts. ❖The maximum allowable number of absences per semester is not more than 20% of the school days except for valid reasons. A student incurring absences beyond 20% of the number of school days is considered dropped from the subject unless otherwise decided by the Academic Head. ❖Cheating is not only unethical; it is also against the Colegio’s rules and is not tolerated. Any form of cheating in programming assignments, homework problems, quizzes, and exams will result in an action according to the School rules.  SAMPLE COURSE GRADING SYSTEM *First Grading / Second Grading period : 1.Class Standing = 70% Quizzes = 60%* Assignment = 30%* Attendance = 10%* * percentage may vary 2. Midterm /Final Examination = 30%_____ total = 100% Final Grade = ( First Grading + Second Grading ) 2  SUGGESTED REFERENCES ▪Medina , Roberto G. (2004), Engineering Management( 1st ed). Manila :Rex Book Store Inc. ▪Mejia, Dominador and Pedro S. De Leon. Engineering Management ( 1st edition)Manila : Rex Book store Inc. ▪Stevenson , William,et al.( 2014), Operations Management ( 2nd ed) , New York : Mc Graw Hill. ▪On-line references  ENGINEERING MANAGEMENT (ENSC 20042) Lecture #1 :Introduction to Engineering Management Engr. Romeo G. Ilagan , PIE , AAE Lecturer September 19, 2024  ENGINEERING MANAGEMENT (ENSC 20042) WHAT IS ENGINEERING MANAGEMENT ?  ENGINEERING MANAGEMENT  is an art and science of planning, directing and controlling work activities to attain and achieve common goals and objectives.  It principally deals with the efficient and effective use of the five human resources namely: manpower, money , machines , materials and time as the proper , efficient and effective utilization of these resources with minimal cost and short period of time. ▪If the cost is more and the time is long in doing the work activities , it is not ENGINEERING MANAGEMENT but rather MISMANAGEMENT. FIVE BASIC MANAGEMENT FUNCTIONS 1. Planning 2. Organizing 3. Staffing 4. Directing 5. Controlling  WHAT IS PLANNING ? Planning is deciding in advance what to do and how the work will be done.  WHAT IS ORGANIZING ? ORGANIZING - is the grouping of work activities necessary to attain goals and objectives.  WHAT IS STAFFING? STAFFING - is providing of personnel with appropriate qualifications and eligibility in an organization.  WHAT IS DIRECTING ? DIRECTING – is commanding and telling people what to do and how it should be done.  WHAT IS CONTROLLING? CONTROLLING- is comparing the work accomplishments with planned target and making corrective action if the accomplishments differ from the plan.  THE 4 MS OF MANAGMENT 1.MANPOWER 2. MONEY 3. MATERIALS 4. MACHINES  BASIC ELEMENTS OF PROJECT MANAGEMENT CYCLE 1. PROJECT PRE DEVELOPMENT AND SCREENING 2. PROJECT DEVELOPMENT AND DESIGN 3. PROJECT APPRAISAL, NEGOTIATION AND APPROVAL 4. PROJECT IMPLEMENTATION 5. PROJECT EVALUATION AND RECYCLING  SOME PERSONALITIES IN ENGINEERING MANAGEMENT 1. FREDERICK TAYLOR – is the “ Father of Scientific Management “.Introduced the scientific approach and systematic procedures in doing work activities. 2. HENRI FAYOL - is the “ father of Modern Management”.  SOME PERSONALITIES IN ENGINEERING MANAGEMENT 3. HENRY GANNT – emphasized the importance of time and cost in planning and monitoring work activities. 4.MARY PARKER FOLLET – emphasized the importance and value of human relations to the principles of organization.  FAYOL’S 14 PRINCIPLES OF MANAGEMENT 1. Division of Divide work into specialized tasks and functions , work each assigned to specific individual 2.Authority Authority must be accompanied by responsibility. 3.Discipline Sanctions are necessary to minimize or prevent the recurrence of behavior that violates agreed upon expectations. 4.Unity of “ For any action whatsoever, an employee should command receive orders from one superior only” 5.Unity of There should be “ one head and one plan for a direction group of activities having the same objective”  FAYOL’S 14 PRINCIPLES OF MANAGEMENT 6.Subordination The interest of one employee or group of employees should not prevail over that of the ( organization) 7.Remuneration “ should be fair, and as far as possible ,afford satisfaction both to personnel and firm ( employer and employee) 8.Centralization The amount of centralization or decentralization necessary to a firm is a function both of the size of the firm and the ability of the managers. Organizational effectiveness is increased by determining the optimal level of centralization 9.Scalar chain Hierarchy level of authority; communication is kept open within the chain of command 10.Order There must be an order in both in material and personnel. For material.” things must be in their place suitably arranged so as to facilitate all activities” “Perfect order requires,, that the place be suitable for the employee and the employer for  FAYOL’S 14 PRINCIPLES OF MANAGEMENT 11.Equity To encourage employee loyalty and performance.Employers must treat employees fairly, combining kindness and justice. , but not excluding forcefulness or sternness. 12.Stability of It requires time for the employee to develop skills tenure of necessary to perform his or her work well. Therefore, personnel successful companies are those with low turnover( high stability of tenure) of personnel, 13.Initiative “ at all levels of the organizational ladder zeal and energy on the part of employers are augmented by initiative ( the thinking out and implementation of plans). We should encourage employee to act solely. 14.Esprit de corps “Union is strength.Harmony , union among the personnel is a great strength in that concern. Teamwork and cooperation among people are essentials in the organization; SPECIFIC FUNCTIONAL AREAS OF ENGINEERING 1.Research – where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories. 2.Design and development – where the engineer undertakes the activity of turning a product concept to a finished physical item. Design for manufacturability and value engineering teams are charged of improvement of designs and specifications at the research , development , design, and production stages of product development 3.Testing- where the engineer works in a unit where new products or parts are tested for workability.  SPECIFIC FUNCTIONAL AREAS OF ENGINEERING 4.Manufacturing – where the engineer is directly in charge of production personnel or assumes responsibility of the product. 5.Construction – this is where the construction engineer ( a civil engineer ) is either directly in charge of the construction personnel or may have responsibility for the quality of the construction process. 6.Sales – where the engineer assists the company’s customers to meet their needs ,especially those that requires technical expertise. 7.Consulting – where the engineer works as consultant of any individual or organization requiring his services. SPECIFIC FUNCTIONAL AREAS OF ENGINEERING 8.Government- where the engineer may find employment in the government performing any of the various tasks in regulating, monitoring , and controlling the activities of various institutions, public or private. 9.Teaching – where the engineer gets employment in school and is assigned as a teacher of engineering courses. Some of them later become Deans , Vice Presidents ,and Presidents. 10.Management – where the engineer is assigned to manage groups of people performing specific tasks.  EVOLUTION OF MANAGEMENT THEORIES  EVOLUTION OF MANAGEMENT THEORIES One wonders how organizations came into existence and how they grew. Their existence , growth and modernity can be explained through some theories or school of thought. Each theory has some limitations , and the field of management theory is in the process of evolving. ❑The Classical or Traditional School ❑The Human Relations School ❑The Management Science or Quantitative School ❑The Modern Management  I. THE CLASSICAL OR TRADITIONAL SCHOOL This is built on principles as those presented by Mooney, Reiley,Gullick, Fayol, Emerson, and Taylor. Classical theorists believed and prescribed certain principles that would aid in setting up and managing organization. ▪See Fayol’s Fourteen Principles ▪Scientific Management by Frederick Taylor (1895-1915)  PERSONALITIES IN ENGINEERING MANAGEMENT FREDERICK TAYLOR FRANK AND LILIAN GILBERTH  PERSONALITIES IN ENGINEERING MANAGEMENT ELTON MAYO Mc GREGOR  WHO IS FREDERICK TAYLOR?. Frederick Taylor – the “father of time study”. ( He relied on the stopwatch , since he focused on the amount of time required to complete a particular job). He wrote a book entitled “ Principles of Scientific Management “. ❑ In his writings, Taylor presented a balanced view of scientific Management. He believed that “mental revolution” would have to take place before management and workers could see that their positions were compatible. ❑ He pointed out that as productivity rose , the salaries of both the managers and employees would also arise. At the same time ,he emphasized that managers must avoid such practices as rates cutting, because they lead to employee hostility toward management.  FREDERICK TAYLOR………… He even advocated the concept units where a worker would be paid higher rate per unit for any additional units he produced and the rate per piece would increase after each succeeding level have been reached. Taylor’s Four Principles of Scientific Management : 1. Develop a science for each element of a man’s work, to replace the old rule of – thumb method. 2. Scientifically select and then train the worker. ( In the past the worker had chosen his own work and trained himself as best as he could ). 3. Heartily cooperate with the men to ensure that all the work done is in accordance with the principles of the science develop for the work. 4. Divide the work and the responsibility equally between the management and the workers.  FREDERICK TAYLOR………… In essence , Taylor’s scientific management stresses the need for : ❑Developing the best way of performing each job; ❑Training and preparing the workers to perform that job; and ❑Establishing harmonious cooperation between the management and the workers so that the job is performed in the desired way.  THE GILBRETHS AND MOTION STUDY Frank and Lilian Gilbreth (1912) ❑Emphasized the ideal motions required to perform a job in an optimal fashion. ❑They developed the concept of therblig ( Gilbreth spelled backward, except for the transposition of H and T ease of pronunciation),; a therblig is an elemental hand or arm motion.  II. HUMAN RELATIONS SCHOOL ❑The human relations theory emphasizes exactly what the classical theory ignored; the human element. ❑The beginnings of this school can be traced back to the study of Elton Mayo ( 1924-32) and his associates from Harvard University of the famous Hawthorne studies at the Hawthorne plant of the Western Electric company in the United States. ❑Initially, the researches were interested in investigating the relations between the illumination factor and productivity.  PERSONALITIES IN ENGINEERING MANAGEMENT ELTON MAYO Mc GREGOR  II. HUMAN RELATIONS SCHOOL ❑The human relations theory draws its backing mainly from the field of social Psychology and from other related fields. Drawing a theoretical framework from these fields, concepts on leadership and motivation, change , conflict and communication are studied and researched in the context of the industrial revolution. ❑Theorists like Agyris, Barnard , Simon, Likert , McGregor ,and others have made available contributions to this school of thought. ❑The human relations contend that an employee must be treated as a human being and not as a mere factor of production.  III. MANAGEMENT SCIENCE OR QUANTITATIVE SCHOOL OF THOUGHT ❑The management science approach stresses the use of quantitative techniques and methods in decision making. ❑This approach advocates a logical sequence of problem formulation , gathering information and data , constructing mathematical models , exploring tentative solutions , testing the suggested solutions and executing them. III. MANAGEMENT SCIENCE OR QUANTITATIVE SCHOOL OF THOUGHT ❑Quantitative tools commonly used are : waiting line theory or queueing , linear programming , program evaluation review techniques (PERT) , critical path method (CPM), Monte Carlo method, decision theory, simulation theory , probability theory , and so on. ❑The use of quantitative techniques in decision making process is known as Operations Research (OR).  IV. MODERN MANAGEMENT ❑This theory is not a single view or theory expressed or formulated by a particular theorist. It has taken different directions and it is still in the process of evolving. ❑ The contributors to Modern management theory come from the behavioral sciences, operations research, management science, and contingency or situational theory. ❑Harold Kontz contends that the development of modern management theory has led to a destructive jungle warfare and the management theory looks like a jungle.  IV. MODERN MANAGEMENT Modern management can be classified into three different levels : ❑ TOP MANAGEMENT ❑MIDDLE MANAGEMENT ❑SUPERVISORY MANAGEMENT ( OPERATIONAL OR FIRST LEVEL)  TOP LEVEL MANAGEMENT ❑Develops and reviews long range plans and strategies. ❑Evaluates overall performance of various departments and ensures cooperation. ❑Involves in the selection of key personnel. ❑Consults subordinates , manages, on subjects or problems of general scope  MIDDLE LEVEL MANAGEMENT ❑Make plans of intermediate range and prepares long- range plans to review by top management. ❑Analyzes managerial performance to determine capability and readiness for promotion. ❑Establishes departmental policies. ❑Counsels subordinates on production, personnel or other problems. ❑Selects and recruits personnel.  SUPERVISORY MANAGEMENT ❑Makes detailed , short range operating plans. ❑Reviews performance of subordinates. ❑Supervises day- to – day operations. ❑Makes specific task assignments ❑Maintains close contact with operative employees.  ADVANCED MANAGEMENT PROGRAM IN THE PHILIPPINES ❑AMIEP ( Association of management and Industrial Engineers in the Philippines, 1953)- organized under the leadership of Dr Lilian Gilbreth. ❑ AMP ( Advanced Management Program) in the Far East – convened in August , 1950,participated by administrators and heads of various sectors, Filipino executives negotiated with the Dean of Harvard School for approval of the proposed program , the “ Baguio Program”(June 25, 1956, Pines Hotel ) – was known as the as the Asian Institute for Advanced Management.  ADVANCED MANAGEMENT PROGRAM IN THE PHILIPPINES ❑MBA ( Master in Business Administration) program – offered by the different Universities in the Philippines. ❑AIM (Asian Institute of Management) – established to develop managerial skills of the Filipino entrepreneur as well as Asian brothers.  PUP GRADUATE SCHOOL (POST GRADUATE ) Masters Degree Master of Science in Civil Engineering (MSCE) Master of Science in Computer Engineering (MSCpE) Master of Science in Electronics Engineering (MSEcE) Master of Science in Industrial Engineering (MSIE) Master of Science in Information Technology (MSIT) Open University System Doctor in Business Administration (DBA) Doctor in Engineering Management (D.Eng) End ! ENGINEERING MANAGEMENT LECTURE THANKS !!!