Engineering Management Lecture 1 PDF

‫كلية الهندسة – قسم الهندسة الكهربائية‬ ‫العام الدراسي‪2023 /2022 :‬م – الفصل الدراسي الثاني‬ ‫المقرر‪ :‬اإلدارة الهندسية‬ ‫الفرقة‪ :‬الرابعة‬ ‫عنوان المحاضر‪ INTRODUCTION TO ENGINEERING MANAGEMENT:‬رقم المحاضرة‪1 :‬‬...

‫كلية الهندسة – قسم الهندسة الكهربائية‬ ‫العام الدراسي‪2023 /2022 :‬م – الفصل الدراسي الثاني‬ ‫المقرر‪ :‬اإلدارة الهندسية‬ ‫الفرقة‪ :‬الرابعة‬ ‫عنوان المحاضر‪ INTRODUCTION TO ENGINEERING MANAGEMENT:‬رقم المحاضرة‪1 :‬‬ ‫‪Mr. MUBARAK MOHAMMED‬‬  SYLLABUS  Introduction to Engineering Management  Planning and Forecasting  Decision Making  Planning Production Activity  Leading Technical People  Organizing and Controlling  Engineering Project Management 2  OBJECTIVES  Define the terms Engineering, Management, and Engineering Management  Identify the Management Levels  Identify the Managerial Skills  Explain what Managers Do  Understanding the Functions of Managers  Explain why Engineering manager  What is Engineering ?  The application of science and mathematics by which the properties of matter and the sources of energy in nature are made useful to mankind in structures, machines, products, systems, and processes.  The profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgement to develop ways to utilize economically, the materials and forces of the nature for the benefit of mankind.  The application of science for human benefit.  The art of managing engines.  What is Engineer?  A person applying his mathematical and science knowledge properly for mankind.  A person who logically apply quantifiable principles. Academic knowledge, practical training, experience, and work-study.  Many engineering applications require cross-pollination or integration of multiple disciplines.  What is Management?  Directing the actions of a group to achieve a goal in most efficient manner.  Process of achieving organizational goals by working with and through people and organizational resources.  The ability to achieve willing and effective accomplishments from others toward a common business objective  Getting things done through people. Management needs: Objectives, Resources, Methods, Organizational settings, People.  Management Levels (president, executive vice president) Top management (chief engineer, division head) Middle managers (foreman, supervisor, section chief) First-line managers  Management Levels  First-line Managers:  Directly supervise non-managers.  Carry out the plans and objectives of higher management using the personnel and other resources assigned to them.  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 individual workers.  Management Levels  Middle Management:  Manage through other managers.  Make plans of intermediate range to achieve the long-range goals set by top management, establish departmental policies, and evaluate the performance of subordinate work units and their managers.  Provide and integrating and coordinating function so that the short-range decisions and activities of first-line supervisory groups can be orchestrated toward achievement of the long-range goals of the enterprise.  Management Levels  Top Management:  Responsible for defining the character, mission, and objectives of the enterprise.  Establish criteria for and review long-range plans.  Evaluate the performance of major departments, and they evaluate leading management personnel to gauge their readiness for promotion to key executive positions.  Managerial Skills  Managers need three types of skills: Technical Skills: Specific subject related skills such as engineering, accounting, etc… Interpersonal Skills: Skills related to dealing with others and leading, motivating, or controlling them. Conceptual Skills: Ability to discern the critical factors that will determine as organization’s success or failure.  Managerial Levels & Skills Which type of manager (identified above) needs which type of skill? Lowest Middle Top Technical Skills Interpersonal Skills Conceptual Skills Supervisory Middle Top Management Management Management  Managerial Roles 1. Interpersonal Roles: a. Figurehead: representing the organization, the managerial performs ceremonial or legal actions as the head of an organization. Relationship is largely “Outward”. b. Leader: “Downward” relationship of selecting, guiding and motivating subordinates. c. Liaison: “Horizontal” relationship with peers and people in other organizations that are built and nurtured for mutual assistance.  Managerial Roles 2. Informational Roles: a. Monitor / Gatekeeper: To understand external trends that might affect the organization. b. Disseminator: Transmitting information internally to others. c. Spokesman: Speaking for the organization to external bodies and individuals.  Managerial Roles 3. Decisional Roles: a. Entrepreneurial: Initiate change, assume risk, transform ideas into useful products and services. b. Disturbance Handler: Deal with unforeseen problems and crises. c. Resource Allocator: Distributing the normally rare resources of the organization. d. Negotiator: Role of bargaining with suppliers, customers, subordinates, peers, etc…  Functions of Managers  Managerial activities can be divided into five elements: 1. Planning: Short and long-term planning. 2. Organizing: Developing an intentional structure of roles for people to fill in an enterprise. 3. Staffing: filling and keeping filled the positions in the organization’s structure. 4. Leading: Influencing people to strive willingly and enthusiastically toward the achievement of organization and group goals. 5. Controlling: Measuring and correcting activities of subordinates to ensure that events conform to plans.  What is an Engineering Management  Engineering Management: Directing supervision of engineers or of engineering functions.  Engineering Manager: Engineer possessing both abilities to apply engineering principles and skills in organizing and directing people and projects.  Areas of Engineering Management  Product development.  Manufacturing  Construction  Design engineering  Industrial engineering  Technology  Production  Engineer as Manager Advantages of a manager who is an engineer 1. Really understand the business 2. Understand the technology of today and tomorrow 3. Treat research and development as an investment to be nurtured 4. Understand the “buts-and-bolts” of the business 5. Understand the limitations of technology 6. Spending more time on strategic thinking 7. Dedicating a customer’s problem (true marketing via customer relations) 8. Place a premium on innovation 20 21