Es-23 Engineering Management Group 1 PDF

ES-23 ENGINEERING MANAGEMENT NO1 GROUP 1 1st sem A.Y. 2024-2025 WENDYL CHARLES KIMBERLY RENE ROSE RAMON ANUNCIADO APOLINARIA ALOYON ANINO ABOGADIE I. Introducti...

ES-23 ENGINEERING MANAGEMENT NO1 GROUP 1 1st sem A.Y. 2024-2025 WENDYL CHARLES KIMBERLY RENE ROSE RAMON ANUNCIADO APOLINARIA ALOYON ANINO ABOGADIE I. Introduction to Engineering Management Engineering Management ES23 Outline Topic The Functions of Engineer Engineer in various types of organization Management and its Level and Areas i. First-line management ii. Middle-line management iii. Top-level management Managerial Skills and Roles Engineering Management Functions/Process i. Planning ii. Organizing iii. Leading iv. Controlling Requirement for the Engineer Manager’s Job THE FUNCTIONS OF ENGINEER The stone bladed axe which was a very useful tool and the irrigation system used to promote crop growing 6 000 to 3 000 B C The production of steam engine and the spinning and weaving machinery 1601 A D to 1799 A D and The manufacture of cars and household appliances modern times  THE FUNCTIONS OF ENGINEER RESEARCH TESTING CONSTRUCTION TEACHING DESIGN AND MANUFACTURING GOVERNMENT MANAGEMENT DEVELOPMENT THE ENGINEER IN VARIOUS TYPES OF ORGANIZATION 1. Level One with minimal engineering jobs 2. Level Two with a moderate degree of engineering jobs 3. Level Three with a high degree of engineering jobs  What is Management? A set of activities (including planning and decision making, organizing, leading and control) directed at an organization's resources ( financial, physical and informational) with the aim of achieving organizational goals in an efficient and effective manner (Griffin)  Management Level and Areas Top level management (president, Executive vice president) Middle level management (chief engineer, division head etc First line management (foreman, supervisor, section chief)  Management Level and Areas Directly supervise non managers Carry out the plans and objectives of higher management using the personnel other resources FIRST LINE assigned to them. MANAGEMENT Short range operating plans governing what will be done tomorrow or next week, assign tasks to their workers, supervise the work that is done and evaluate the performance of workers  Management Level and Areas Manage through other managers, Make plans of intermediate range to achieve the long-range goals set by top management Establish departmental policies, evaluate the MIDDLE LEVEL performance of subordinate work units their MANAGEMENT managers. Provide Integrating and coordinating function. Orchestrate the decisions activities of first line management  Management Level and Areas Represent the whole enterprise, Responsible for defining the character, mission and TOP LEVEL objectives of the enterprise MANAGEMENT Establish review criteria for long range plans. Evaluate the performance of major departments MANAGERIAL SKILLS Specific subject related skills such as TECHNICAL engineering, accounting. Skills related to dealing with others and INTERPERSONAL leading, motivating or controlling them Ability to realize the critical factors that will CONCEPTUAL determine as organization’s success or failure Ability to see the forest in spite of the trees  ENGINEERING MANAGEMENT Engineering Management is concerned with the direct supervision of engineers and the management functions ( organizing, leading and controlling) in a technological organization. Prepare engineers to become effective leaders in meeting the challenges in this new millennium. Engineering Management Functions/Process Henri Fayol (1841-1925) Mining Engineer Six primary functions of management forecasting planning organizing commanding coordinating controlling (feedback ---> adjustment) MANAGEMENT FUNCTIONS/PROCESS PLANNING ORGANIZING MANAGER LEADING CONTROLLING  PLANNING Planning is a fundamental function in engineering management that involves setting goals, defining objectives, and developing strategies. For engineering projects, this includes defining project scope, identifying resources, estimating costs, scheduling tasks, and setting performance standards. Effective planning aligns the project with organizational goals and ensures efficient resource allocation.  Organizing Organizing involves structuring resources and activities to achieve project objectives by creating a framework for the team, defining roles and responsibilities, and establishing communication channels. It includes allocating personnel, equipment, and materials to ensure cohesive team operation and optimal resource use to meet deadlines and quality standards.  Leading Leading in engineering management involves guiding and motivating the project team to achieve the set objectives. This function focuses on leadership, communication, and team dynamics. Effective leading requires the engineering manager to inspire and motivate the team, resolve conflicts, and ensure that all team members are working towards the same goals. Leadership in this context also involves decision-making and problem-solving, as well as fostering an environment of collaboration and innovation.  Controlling Controlling involves monitoring and evaluating project progress to ensure it stays on track. It includes setting performance standards, measuring actual performance, and taking corrective actions as needed. This process ensures the project remains within scope, time, and budget while maintaining quality, and involves managing risks by identifying potential issues and implementing mitigation strategies. REQUIREMENTS FOR THE ENGINEER MANAGER'S JOB  REQUIREMENTS FOR THE ENGINEER MANAGER'S JOB A bachelor's degree in engineering from a reputable school. In some cases, a master’s degree in engineering or business management is required A few years experience in a pure engineering job Training in supervision Special training in engineering management HOW ONE MAY BECOME A SUCCESSFUL ENGINEER MANAGER Kreitner indicates at least three general preconditions for achieving lasting success as a manager. They are as follows MOTIVATION TO OPPORTUNITY ABILITY MANAGE Tips for Engineering Managers Demonstrate Technical Competence Innovative capabilities Brush Up Communications skills ( listen, write and talk) Show unfailing reliability to induce trust and confidence Be Proactive in seeking challenging tasks Exhibit readiness for assuming larger responsibilities (take courses, practice skills, gain experience) ENGINEERING MANAGEMENT Topic Outline Evolution of Management Theories 01 Identify the Evolution of Theories 02 The Classical Theory of Management 03 Neo Classical Theory of Management 04 Modern Management Theories  Evolution of Management Theory 01 02 03 The Classical Theory Neo The Modern of Management Classical Theory Management Theories Scientific Management Human Relations Bureaucratic Management Behavioral Science Approach Quantitative Approach Administrative Management System Approach Contingency Approach Operational Approach  Evolution of Management Theory 01 02 03 The Classical Theory Neo The Modern of Management Classical Theory Management Theories Scientific Management Human Relations Bureaucratic Management Behavioral Science Approach Quantitative Approach Administrative Management System Approach Contingency Approach Operational Approach  01 The Classical Theory of Management Development of Management Thought Impact of Industrial Revolution  01 The Classical Theory of Management Scientific Management Frederick W. Taylor - Father of Scientific Management Main contributors F. W. Taylor, Frank Gilbreths, Henry Gantt Impact of Industrial Revolution Principles of Scientific Management Replacement of old rule of thumb method Scientific selection and training Labor Management cooperation(mental revolution) Maximum output Equal division of responsibility  Techniques of Scientific Management 1. Scientific task setting-fair day’s work 2. Work study-method, time, fatigue and motion study 3. Planning the task 4. Standardization 5. Scientific selection and training 6. Differential piece-wage plan 7. Specialization  Frederick Winslow Taylor’s Contribution (1856-1915) Father of Scientific Management Principles of F.W. Taylor’s Management 1. The development of true science of management, so that the best method for performing each task could be determined. 2. The scientific selection of workers, so that each worker would be given responsibility for the task for which he or she was best suited. 3. The scientific education and development of the worker. 4. Intimate, friendly cooperation between management and labor.  Contributions of Henry L. Gantt (1861-1919) He Improved Taylor’s differential piece rate system Task and Bonus Plan (Provide extra wages for extra work) He developed the daily balance chart (Gantt chart) output in one axis and time on the other axis. Humanistic approach and industrial responsibility.  Contributions of Gilbreths Scientific study of management should include both analysis and synthesis. Analysis - Breaking down a task into its essential elements Synthesis – include necessary element for efficient work and eliminate other elements. He concentrated on Motion Study and suggested the first definition- “motion study as the science of eliminating wastefulness resulting from unnecessary, ill directed and inefficient motions” He developed Process Chart Overall Frank Bunker Gilbreth picture of all activities in a chart form. (1868-1924)  Contributions of Henri Fayol (1841-1925) Hailed as the founder of the classical management school Fayol believed that sound management practice falls into certain patterns that can be identified and analyzed. From this basic insight, he drew up a blueprint for a cohesive doctrine of managers—one that retains much of its force to this day. Developed Fayol’s 14 Principles of Management  14 PRINCIPLES OF MANAGEMENT 1.Division of Work 8. Centralization of authority 2. Authority & Responsibility 9. Scalar chain or Line of authority 3. Discipline 10. Order 4. Unity of Command 11. Equity of treatment 5. Unit of Direction 12. Stability of workers 6. Subordination of individual 13. Initiative to general interest 7. Remuneration 14. Team spirit Bureaucratic Management What is Bureaucratic Who developed the concept of Why was it developed? Management? Bureaucratic Management? Max Weber's theory of Bureaucratic This concept was extensively Management was developed in developed by Max Weber response to the inefficiencies and arbitrary practices in organizations is a form of organization (1864-1920), a German during the late 19th and early 20th sociologist, who saw it as an characterized by a clearly centuries. He argued that ideal way to organize and defined hierarchy, a division of bureaucracy, with its focus on manage large organizations. formal rules and structured labor, and a set of formal rules Weber's model aimed to hierarchies, could eliminate these and procedures. create an efficient and rational issues. Weber identified key structure that minimized characteristics of bureaucratic managerial inconsistencies. organizations that are crucial for achieving efficiency and predictability in operations. Characteristics 1. Division of Work The organization divides tasks into specialized roles, enabling employees to develop expertise and work more efficiently, leading to more effective task performance. 2. Hierarchy of Position Bureaucracies feature a clear chain of command, with each level reporting to a higher authority. This hierarchical structure ensures proper decision- making and accountability within the organization. 3. Rules and Regulations Bureaucracies follow formal rules and procedures that ensure consistency, fairness, and predictability in decision-making and operations, while also guiding employees in their roles and responsibilities. 4. Impersonal Conduct Bureaucratic organizations prioritize impersonal relationships, with decisions and interactions based on formal rules rather than personal preferences. This approach minimizes favoritism and ensures equal treatment for all employees. Characteristics 5. Staffing In a bureaucratic organization, recruitment and promotion are based on technical qualifications and merit, rather than personal connections, ensuring that the most qualified individuals are selected for positions. 6. Technical Competence Employees are chosen for their technical skills and competence, and ongoing training is emphasized to maintain proficiency in their roles. 7. Official Record Bureaucracies keep detailed records of all decisions, actions, and procedures to ensure transparency, accountability, and provide a historical reference for future decision-making.  Administrative Management What is Administrative Who developed the Why was it developed? Management? concept of Administrative Management? Henri Fayol (1841-1925), a French Administrative Management, is a mining engineer and director, is theory centered on effective known as the "Father of Modern Henri Fayol developed organizational management Management" for his significant Administrative Management out through planning, organizing, contributions to management of his extensive experience as a leading, and controlling resources. theory. He introduced the pyramidal director of a mining company The need for a structured hierarchy organizational structure with clear and his desire to formalize and and clear lines of authority to authority and responsibility, laying systematize management achieve organizational goals the groundwork for modern practices. efficiently. management practices. His ideas remain influential today.  Pyramidal Form of Organization Top Fayol's pyramidal organizational Management structure is a hierarchical model where authority and responsibility are distinctly outlined and allocated across various levels. This model generally features a top Middle Management management team that defines the organization's overall direction, middle management that implements policies and strategies, and operational staff who carry out tasks. Operational Management Types of Activities in Management Technical Activities Involve the production, manufacturing, and operational processes within the organization. Focus on creating goods or services that the organization offers. Ensuring efficiency and quality in production is paramount. Commercial Activities Encompass purchasing, selling, and exchanging goods or services. Responsible for maintaining relationships with suppliers, negotiating contracts, and ensuring the organization meets market demand. Activities like marketing and sales fall under this category. Financial Activities Concern the management of the organization’s financial resources. Include budgeting, investing, and making decisions about the optimal use of capital. Aim to ensure the organization has the financial stability to meet its goals. Security Focus on the protection of the organization’s assets, including property and personnel. Involves risk management, ensuring a safe working environment, and safeguarding against internal and external threats. Accounting Related to the measurement and recording of financial information. Include stock-taking, balance sheet preparation, cost analysis, and the use of statistics for decision-making. Provide the data necessary for informed management decisions. Managerial Encompass the core functions of management: planning, organizing, coordinating, and controlling. Planning: Setting objectives and determining the best course of action to achieve them. Organizing: Structuring the organization to facilitate the achievement of objectives. Coordinating: Ensuring all parts of the organization work together harmoniously. Controlling: Monitoring performance and making adjustments as necessary to stay on track.  Evolution of Management Theory 01 02 03 The Classical Theory Neo The Modern of Management Classical Theory Management Theories Scientific Management Human Relations Bureaucratic Management Behavioral Science Approach Quantitative Approach Administrative Management System Approach Contingency Approach Operational Approach  02 Neo-Classical Theory of Management 1. Human Relations 1) Elton Mayo Founder of Human Relations 2) He conducted on experiment on Hawtrone plant of western electric company and concluded that production efficiency of workers depends upon emotional factors 3) Happy satisfied employees trying to increase production  02 Neo-Classical Theory of Management 2. Behavioral Science Approach Main contributors Maslow, F Herzberg D McGregor Application of behavioral science such as psychology, sociology anthropology to the study of human relationship 1) Organization is basically a social system and not just techno economical system 2) Individuals may behave differently under different situations 3) Attempts should be made to connect organizational goals human needs 4) Management must develop social skills in addition to technical skill Man to man relationship, team spirit group harmony should be given top preference by management  Evolution of Management Theory 01 02 03 The Classical Theory Neo The Modern of Management Classical Theory Management Theories Scientific Management Human Relations Bureaucratic Management Behavioral Science Approach Quantitative Approach Administrative Management System Approach Contingency Approach Operational Approach  03 The Modern Management Theories Quantitative Approach Main contributors Taylor, Gilbreths, Gantt, Newman &Joel Dean 1) Management is concerned with problem solving and it must make use of mathematical tools and techniques for the purpose 2) The different factors involved in management can be quantified and expressed in the form of equations which can be solved with the help of mathematical tools 3) Management problems can be described in mathematical models 4) Operation research, mathematical tools, simulation and model building are the basic methodologies developed by this approach  03 The Modern Management Theories Quantitative Approach Related to organization system is defined as ––“An established arrangement of components which leads to accomplish of particular objectives as per plan” All organizations are open system  03 The Modern Management Theories Contingency Approach Management is situational main objective of management is to identify the important variables in the situations 3 Major parts of overall conceptual frame work for contingency management Environment Management concepts, principles techniques Contingent relationship between 1 2 above  03 The Modern Management Theories Operational Approach It regards management as a universally applicable body of knowledge that can be brought to bear at all levels of managing and in all types of enterprise It recognizes that the actual problems which managers face and the environment in which they operate may vary between different enterprises and levels THANK YOU