Engineering Management (ENGG 406) PDF

CHAPTER 1 Management Defined Introduction to Engineering Management The work of creating and maintaining environments for...

CHAPTER 1 Management Defined Introduction to Engineering Management The work of creating and maintaining environments for accomplishing goals efficiently and effectively (Albanese) The Functions of the Engineer The process of achieving desired results through utilizing human and material resources efficiently (Bedeian) Engineer - Expected to perform a variety of tasks The process of reaching organizational goals by working depending on their specialization and job level with people and organizational resources (Cetro) ○ It is important to the engineer that they know what is A set of activities directed at an organization’s resources expected of them so that they may be able to perform for achieving goals in an effective manner (Griffin) their job effectively and efficiently The process by which managers maintain purposive ○ Produces solutions to many difficulties faced by organizations through cooperative efforts (McFarland) mankind like food production, pollution, waste The process of acquiring and combining resources to disposal, noise, energy, mobility, communication, and attain the organization’s goal of producing services desired even crime by society (Pringle, Jennings, and Longnecker) Encompassed Areas for an Engineer Management Levels Research - Engages in the process of learning about First-Line Managers - Directly supervise non-managers, nature and codifying this knowledge into usable theories they carry out plans and objectives of higher management Design and Development - Undertakes the activity of via personnel and other resources assigned to them turning a product concept to a finished physical item ○ Make short-range operating plans governing tasks for Testing - Works in a unit where new products or parts are a short period, assign tasks to workers, supervise the tested for workability work done, and evaluate the performance of workers Manufacturing - Directly in charge of production Middle Managers - Make plans of intermediate range to personnel or assumes responsibility for the product achieve long-range goals set by top management, Construction - Where civil engineers are directly in establish departmental policies, and evaluate the charge of the construction personnel or may have performance of subordinate units and managers responsibility for the quality of the construction process ○ Integrate and coordinate the short-range decisions Sales - Assists the company’s customers to meet their and activities of first-line groups to achieve long-range needs that especially require technical expertise goals of the enterprise Consulting - Works as a consultant of any individual or Top Managers - Responsible for defining the character, organization requiring their services mission, and objectives of the enterprise, establishing Government - Find employment in the government criteria and review long-range plans performing tasks in regulating, monitoring, and controlling ○ Evaluate the performance of major departments and the activities of public or private institutions evaluate leading management personnel to gauge Teaching - Gets employment in a school and is assigned their readiness for promotion to key positions as a teacher of engineering courses Management - Assigned to manage groups of people performing specific tasks Engineering Management History Engineering Management It is the activity combining technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money Engineering Manager - Distinguished from other managers because they possess an ability to apply engineering principles and skills in organizing and directing people or projects ○ Uniquely qualified for two types of jobs, the management of technical functions in any enterprise, or the management of broader functions in a high-technology enterprise Process of Management Concept and the Principles of Engineering Management Management - A process consisting of planning, organizing, directing, and controlling Engineering - Means by which people make possible the ○ Seeks to find out the objectives of the organization, realization of human dreams by extending their reach in think of ways to achieve them, decide on the ways the real world and resources to adapt, determine the requirementsm Engineers - The practitioners of the art of managing the assign specific tasks, and provide means to ensure application of science and mathematics, providing a that the activities are in the right direction limitless variety of possible disciplines Management - A creative problem-solving process of Five Elements of the Management Process planning, organizing, leading, and controlling an ○ Planning organization’s resources to achieve its mission and ○ Organizing objectives ○ Coordination ○ Motivation ○ Control BSCE-3102 | Engineering Management (ENGG 406) | 1  Becoming a Successful Engineer Manager ○ Research Decisions - Involves regular surveys of the market Ability ○ Opportunity Decisions - Reflect foresightedness, forecasting organizational growth and diversification Managerial Ability - Refers to the capacity of an engineer ○ Crisis-Intuitive Decisions - Made under situations of manager to achieve organizational objectives effectively crisis or emergency and efficiently Effectiveness - Describes whether objectives are Poorly Structured Problems and Nonprogrammed accomplished, pertaining to the degree to which objectives Decisions are achieved and the extent to which problems are solved Efficiency - Describes the relative amount of resources Poorly Structured Problems - New or unusual for which used in obtaining effectiveness or simply the ability to the information is ambiguous or incomplete, common in avoid wasting materials in producing a desired result higher management levels ○ Skills and subjective judgment are used to solve the Motivation to Manage problems through scientific analysis and logical reasoning, developing unique solutions John B. Miner - A management researcher who Nonprogrammed Decisions - Also called as nonroutine developed a psychometric instrument to objectively decisions, they are unique and nonrecurring, involving measure an individual’s motivation to manage incomplete knowledge, high uncertainty, and even intuition The test is anchored to the following dimensions: ○ Decisions are taken in unstructured situations and ○ Favorable attitude toward positions of authority require extensive brainstorming, forming a ○ Desire to engage in games or sports with peers custom-made response ○ Desire to engage in occupational or work-related competition with peers Decision Making Process ○ Desire to assert oneself and take charge ○ Desire to exercise power and authority over others Rational Decision Making - According to David H. Holt, it ○ Desire to behave in a distinctive way describes a series of steps that individuals should ○ Sense of responsibility in carrying out the duties consider if their goal is to maximize the quality of their outcomes Opportunity Steps in Making Decisions Two Requirements for Successful Management ○ Obtaining a suitable managerial job 1. Diagnose the Problem ○ Finding a supportive climate once on the job ○ Decisions are made to solve problems, which must be Supportive Climate - Characterized by the recognition of identified from the start, but ensure to know the managerial talent through financial and non-financial situation first within the organization rewards ○ Problem - Any deviation from a set of expectations, finding causes of the problem by collecting facts and CHAPTER 2 information 2. Analyze the Environment Decision Making ○ Internal Environment - Refers to organizational activities within the company that surrounds decision Nature of Decision Making making ○ External Environment - Refers to variables that are Decision Making - The process of identifying and outside the organization and not typically within the choosing alternative courses of action in a manner short-run control of top management appropriate to the demands of the situation 3. Articulate Problem or Opportunity ○ The heart of all the management functions (Nickels et ○ Information provides input for generating solutions, al.) which can be quantitative or qualitative ○ The process of deciding about something important 4. Develop Viable Alternatives (Oxford) ○ Alternatives - Developing two or more ways of solving the problem, developing many solutions to Managerial Decision Making choose the best and most viable to solve the problem 5. Evaluate Alternatives The process of making a conscious choice between ○ Proper evaluation makes choosing the right solution alternatives to select one that will produce the most less difficult, analyzing the strengths and weaknesses, desirable consequences or benefits relative to unwanted such as benefits, costs, and risks consequences or costs ○ Alternatives are weighed depending on the nature of A continuous and dynamic activity that influences all other the problem, objectives of the company, and the activities pertaining to the organization, solving one nature of alternatives presented problem after another 6. Make a Choice ○ The decision maker must be ready to make a choice Types of Problems and Decisions ○ Choice-Making - Refers to the process of selecting among alternatives for potential solutions Well-Structured Problems and Programmed Decisions 7. Implement Decision ○ Implementation - Refers to carrying out the decision Well-Structured Problems - Straightforward, having a so that the objectives sought will be achieved clear goal and information about the problem is defined ○ Resources must be made available for proper and complete implementation ○ Its solution is usually self-evident or reduced to very 8. Evaluate and Adapt Decision Results few or a single alternative that is familiar and have - The expected result may or may not happen proved successful in the past - The use of control and feedback mechanisms are Programmed Decisions - also known as routine applied to ensure results and to provide information decisions, it involves standard decision procedures with for future, improved decisions minimum uncertainty Types of Programmed Decisions Decision Making Conditions ○ Organizational Decisions - Taken in interest of the organization Certainty - The ideal situation for making accurate ○ Operational Decisions - Taken as a matter of decisions since the outcome of every alternative is known routine, relating to daily operations and short-term ○ Implies that the individual is certain of the future state objectives of nature BSCE-3102 | Engineering Management (ENGG 406) | 2  Risk - A common situation where the decision maker is Pareto Analysis - A statistical technique in decision able to estimate the likelihood of certain alternatives or making that is used for the selection of a limited number of outcomes tasks that produce significant overall effect ○ The ability to assign probabilities to outcomes may be ○ Pareto Principle - Also known as the 80/20 Rule or the result of personal experiences or secondary the Law of the Vital Few and Trivial Many, it is the information idea that doing 20% of the work can generate 80% of Uncertainty - The decision maker cannot access the the benefit of doing the whole job probability of occurrence for the various states of nature, ○ In terms of quality improvement, a large majority of where they could choose among several possible problems (80%) are produced by a few key causes approaches for making the decision (20%) Decision Making Under Uncertainty CHAPTER 3 Planning or Coordinating Technical Activities Optimistic Manager - Maximax choice, maximizing the maximum possible payoff Pessimistic Manager - Maximin choice, maximizing the Planning minimum possible payoff Decision Maker - Known as the principle of insufficient Planning - Choosing the optimal course of action in reason where all states of nature are equally likely or advance of trends to get the outcome you want highest average ○ The management function that entails predicting Minimax Approach - Opportunity loss or regret, where future trends and choosing the most effective one chooses the smallest difference between the best and methods and techniques to meet corporate goals worst outcomes (Nickels) ○ The selection and sequential ordering of tasks Tools and Techniques for Making Better Decisions required to achieve an organizational goal (Aldag and Stearns) Decision Trees - Tools that help choose between several ○ Deciding what will be done, who will do it, where, courses of action or alternatives, determining a course of when, and how it will be done, and the standards to action or show a statistical probability which it will be done (Cole and Hamilton) ○ Ech branch of the decision tree represents a possible decision or occurrence, where the use of branches Nature of Planning indicates that each option is mutually exclusive ○ Graphically represent which actions could be taken Plan - The output of planning which provides a logical way and how these actions relate to future events of achieving the desired outcome, serving as a helpful Delphi Technique - A group process using written guide responses requiring series of questionnaires ○ The process ends when consensus is reached, where Planning Roles of Engineering Managers responses may be anonymous Nominal Group Technique - The group writes down Examining Concrete Data ideas and performs data gathering through discussions Providing Alternative Interpretations of the Data Available and clarifications among one another, voting for the Posing Thought, Provoking Queries favorite ideas Disseminating the Planning’s Final Products Payback Analysis - Generally used in financial management, where breakeven point analysis is utilized Planning at Various Management Levels and Services ○ Its objective is to choose the alternative with the quickest payback of initial cost Strategic Planning - Top management level Marginal Analysis - Weights benefits of an input or Intermediate Planning - Middle management level activity against the costs, with an emphasis on return on Operational Planning - Lower management level investment (ROI) SWOT Diagram - Used when making a significant change Strategic Planning in the business ○ Strengths - Things the company does well, qualities Strategic Planning- Refers to the process of determining separating you from competitors the major goals of the organization and the policies and ○ Weaknesses - Things the company lacks, things the strategies for obtaining and using resources to achieve competitors do better those goals ○ Opportunities - Leverage the strengths and make ○ The whole company is considered, specifically its use of the market trends for an advantage objectives and current resources ○ Threats - Emerging challenges or competitors that ○ Strategic Plan - Spells out the decision about can hinder the goal of the organization long-range goals and the course of action to achieve Decision Matrix - Brings clarity to the disarray, especially such with multiple choices and variables ○ Similar to a pros and cons list but allows the decision maker to place a level of importance on each factor, accurately weighing the options against each other ○ Steps in Performing a Decision Matrix List decision alternatives as rows List relevant factors as columns Establish a consistent scale to assess the value of each combination of alternatives and factors Determine how important each factor is towards making the final decision and assign weights accordingly Multiply the original ratings by the weighted rankings Add up the factors under each decision alternative The option that scores the highest wins BSCE-3102 | Engineering Management (ENGG 406) | 3  Mission and Vision The Planning Process Vision - A statement that describes in graphic terms where the goal-setters want to position themselves in the future Mission - A statement that resembles a vision statement but has a more immediate business focus with a time horizon SWOT Analysis Strengths and Weaknesses - Internal to an organization and may include the following aspects ○ Management, marketing, technology, research, finances, systems Opportunities and Threats - External in some of the Setting Organizational, Divisional, or Unit Goals following areas ○ Customers, competition, new technologies, Provide a sense of direction to their firm, division, or unit government policies Goal - Defined as the precise statement of results sought, quantified in time and magnitude, where possible Eight Key Result Areas Developing Strategies or Tactics to Reach Goals Peter Drucker - Believes that objectives need to be established in all areas on which the organization’s Strategies - The ways to realize the goals and will be the survival depends, distinguishing 8 key features concern of top management ○ Defined as a course of action aimed at ensuring that 1. Market Share - The ratio of sales of an enterprise in a the organization will achieve its objectives particular market to the total sales of all competitive products and services in that market Determining Resources Needed 2. Innovation - Most successful companies continually search for new products and services Determine the human and nonhuman resources required 3. Productivity and Quality - Productivity measures an by such strategies or tactics organization’s ability to produce more goods per unit of Even if the resource requirements are currently available, input, while quality has been added as a related and they must be specified essential area for setting objectives Quality and quantity of resources needed must be 4. Physical and Financial Resources - An enterprise needs correctly determined to establish goals for the resources, such as equipment, inventory, and capital, to perform effectively Setting Standards 5. Manager Performance and Development - Effective firms plan carefully to ensure that managers will be Standards - Set at the planning stage, where corrections available in the years ahead, using recruitment, training, or reinforcements are made when actual performance and evaluation does not match with the planned performance 6. Worker Performance and Attitude - Respect for the ○ Defined as a quantitative or qualitative measuring individual employee was a common thread through most device designed to help monitor the performances of successful businesses people, capital, goods, or processes 7. Profitability - Essential to the continuation of an enterprise, and the desired level should be set explicitly Functional Area Plans 8. Social Responsibility - Responsibilities as a corporate citizen that extend beyond the legal and economic Marketing Plan - A written document or blueprint for requirements implementing and controlling an organization’s marketing activities related to a particular marketing strategy Intermediate Planning Production Plan - A written document that states the quantity of output a company must produce in broad terms Intermediate Planning - Refers to the process of and by product family determining the contributions that sub-units can make with Financial Plan - A document that summarizes the current allocated resources financial situation of the firm, analyzes financial needs, ○ The goals of a sub-unit are determined and a plan is and recommends a direction for financial activities prepared to provide a guide to the realization of the Human Resource Management Plan - A document that goals indicates the human resource needs of a company ○ Intermediate Plan - Designed to support the strategic detailed in quantity and quality based on the requirements plan of the company’s strategic plan Operational Planning Plans with the Time Horizon Operation Planning - Refers to the process of Short-Range Plans - Plans intended to cover a period of determining how specific tasks can best be accomplished less than one year on time with available resources ○ First-line supervisors are mostly concerned with such ○ Must be performed in support of the intermediate plan plans Long-Range Plans - Plans covering a time span of more than one year ○ Mostly undertaken by middle and top management Plans According to Frequency of Use Standing Plans - Plans that are used again and again, and they focus on managerial situations that recur repeatedly Single-Use Plans - Specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated BSCE-3102 | Engineering Management (ENGG 406) | 4  Classification of Standing Plans Use of Aids to Planning Policies - Broad guidelines to aid managers at every level Gather as much information as possible in making decisions about recurring situations or function Develop multiple sources of information Procedures - Plans that describe the exact series of Involve others in the planning process actions to be taken in a given situation Rules - Statements that either require or forbid a certain CHAPTER 4 action Organizing Technical Activities Classification of Single-Use Plans Organizing Budget - A plan that sets forth the projected expenditure for a certain activity and explains where the required funds Organizing - The establishment of effective authority will come from (Weston and Brigham) relationships among selected work, persons, and Programs - A single-use plan designed to coordinate a workplaces in order for the group to work together large set of activities efficiently Projects - A single-use plan that is usually more limited in ○ Management function referring to the structuring of scope than a program and is sometimes prepared to resources and activities to accomplish objectives in support a program an efficient and effective manner ○ People work together most effectively if they know the parts they are to play in a team operation (Weihrich and Koontz) For an organizational role to exist, one must incorporate: ○ Verifiable objectives from planning ○ A clear idea of the major duties or activities involved ○ An understood area of discretion or authority Legal Forms of Organization Sole Proprietorship - Owned by one person and is free to take all decisions Partnership - Association of two or more partners and is easy to organize as a proprietorship and has few legal restrictions Corporations - Legal entities owned by shareholders who have no liability beyond the loss of the value of their stock Limited Liability Company (LLC) - Similar to partnerships, owners have limited personal liability for the debts and have management flexibility and pass-through taxation Cooperatives - A special type of organization owned by customers or users where earnings are usually distributed tax-free in proportion to patronage Traditional Organization Theory Forecasting Hierarchical Organization - An organizational structure where every entity is subordinate to a single other entity Forecasting - Helps to define potential obstacles and opportunities Patterns of Departmentation ○ Sets boundaries for possibilities to help focus on specific future conditions, define objectives, promote Functional Departmentation coordination, and provide the basis for allocation Types of Forecasting Mechanical Projection - The future is projected assuming essentially the same characteristics as in the past Analytical Projection - The future is estimated based on an extrapolation of the past, using statistical tools like linear or nonlinear regression, moving averages, Product Departmentation exponential smoothing, and time series Forecast - Future eventualities and their likelihood of occurrence, preparing the forecast as well as the pertinent database Adjust - Forecasts regularly to incorporate pertinent changes related to assumptions and desirable results Ensure - Understanding and acceptance by all parties affected by the forecast Making Plans Effective Recognize the Planning Barriers Manager’s inability to plan Improper planning process Lack of commitment to the planning process Improper information Focusing on the present at the expense of the future Too much reliance on the planning department Concentrating on only the controllable variables BSCE-3102 | Engineering Management (ENGG 406) | 5  Geographic Departmentation Structuring an Organization Division of Labor Delegation of Authority Departmentation Span of Control Coordination Span of Control Span of Control - Refers to the number of subordinates or direct reports a supervisor is responsible for ○ Also called span of management, it is the term used in business management, particularly human Mixed Departmentation resource management Classifications of the Span of Control Narrow Span of Control - Not only costly because of the cost of having so many managers, but the multiple levels can add to communication and decision time and stifle initiative Wide Span of Control - Leave managers with inadequate time to supervise the activities for which they are responsible and leave subordinates with inadequate access to their busy supervisor Workplace Culture Differences Organizational Structure Person Culture - A culture in which horizontal structures Structure - Arrangement or relationship of positions within are most applicable, where each individual is seen as an organization more valuable than the organization itself ○ It is the result of the organizing process Market Culture - Results-oriented, with a focus on competition, achievement, and getting the job done Types of Organizational Structures adaptive culture - Give importance to change and are action-oriented, increasing the likelihood of survival over Functional Organization - A form of departmentalization time in which everyone engaged in one functional activity, such Adhocracy Culture - Entrepreneurial and dynamic with a as engineering or marketing, is grouped into one unit focus on risk-taking, doing things first, and innovation ○ Groupings who perform a common task permit Power Culture - One leader who makes hasty decisions economies of scale and resource efficiency and controls the strategy, requiring a strong deference to ○ Decision-making is centralized and has a unified the leader in charge direction from the top Role Culture - Functional structures are created where ○ Communication and coordination with other individuals know their jobs, report to their superiors, and departments are poor value both accuracy and efficiency above all else ○ Limited view of goals and general management Hierarchy Culture - Similar to role culture in being highly training for employees structured, focusing on doing things right, efficiency, and Product or Market Organization - Refers to the stability organization of a company by divisions that bring together Task Culture - Teams are formed with expert members to all those involved with a certain type of product or solve particular problems customer Clan Culture - Family-like, with a focus on nurturing, ○ Flexible and responsive to change, providing a high mentoring, and doing things together concern for customer’s needs ○ Easy pinpointing of responsibility for product problems Line and Staff Functions and Relationships ○ High possibility of resource duplication and poor coordination across divisions Line Functions - Accomplish the main objectives or ○ Less top management control and competition for mission of the organization and were thought to include corporate resources finance, sales, and production Matrix Organization - An organizational structure in Staff Functions - Help the line function accomplish the which each employee reports to both a functional or objectives by providing some sort of service or advice division manager and to a project or group manager ○ Flexibility and adaptability to changing environment Types of Authority ○ Development of both general and functional management skills are present Line Authority - A manager’s right to tell subordinates ○ Frustration and confusion from dual chain of what to do and then see that they do it command Staff Authority - A staff specialist’s right to give advice to ○ High conflict between divisional and functional a superior interests Functional Authority - A specialist’s right to oversee lower-level personnel involved in that specialty, regardless The Purpose of the Structure of where the personnel are in the organization Defines the relationships between tasks and authority for Classification of Staff Officers individuals and departments Defines formal reporting relationships, the number of Personnel Staff - Individuals assigned to a specific levels in the hierarchy of the organization, and the span of manager to provide needed staff and services control Specialized Staff - Individuals providing needed staff Defines the groupings of individuals, departments, and services for the whole organization organizations Defines the system to effect coordination of effort in both vertical (authority) and horizontal (tasks) directions BSCE-3102 | Engineering Management (ENGG 406) | 6  The Purpose of Committees Training and Development Committee - A formal group of persons formed for a Training - The learning that is provided in order to specific purpose improve performance on the present job ○ Leads to overall personal development Classification of Committees ○ Required to be given to new employees as well as existing employees Ad Hoc Committee - One created for a short-term purpose and has a limited life Performance Appraisal Standing Committee - A relatively permanent committee that deals with issues on an ongoing basis Performance Appraisal - Also called merit rating, it is the judgment of an employee’s performance in a job CHAPTER 5 Ways of Appraising Performance ○ Ranking Method - The evaluator arranges Staffing employees from best to poorest ○ Rating Scale Method - Each trait or characteristic to Staffing - A significant function of the management be rated is represented by a line of scale on which the involving manning the organization structure through rater indicates the degree to which the individual proper and effective selection, appraisal, and development possesses the trait of personnel ○ Essay Method - The evaluator composes statements ○ “Putting people to jobs” that best describe the person evaluated ○ Management by Objectives (MBO) - Specific goals Staffing Process are set collaboratively, where individuals are evaluated on the basis of how well they have Human Resource Planning achieved the results specified by the goals ○ Assessment Centers - One is evaluated by persons Human Resource Planning - Also called manpower other than the immediate superior, used for evaluating planning, it is the process of forecasting the future human managers resource requirements of the organization, defining each ○ Checklist Method - The evaluator checks statements position on a list that are deemed to characterize an ○ Analyze the current manpower inventory employee’s behavior or performance ○ Creating future manpower forecasts ○ Work Standard Method - Standards are set for the ○ Developing employment programs realistic worker output and, later on, used in ○ Design training programs evaluating the performance of non-managerial ○ Evaluation and control employees ○ Grading Method Recruitment ○ 360-Degree Appraisal Recruitment - The process of searching for prospective Employment Decisions employees and stimulating them to apply for the jobs in the organization Monetary Reward - Given to employees whose performance is at par or above standard requirements Sources of Recruitment Promotion - Refers to a movement by a person into a position of higher pay and greater responsibilities as a Internal Sources reward for competence and ambition ○ Promotion Transfer - The movement of a person to a different job at ○ Succession Planning the same or similar level of responsibility in the External Sources organization ○ Newspaper Advertising Demotion - The movement from one position to another ○ Recruitment Firms or Agencies with less pay or responsibility, serving as a form of ○ ReferralfFrom Employees punishment ○ From Colleges or Universities ○ Direct Recruitment Separation ○ Competitors Employee Separation - The last step in the process of Selection staffing, separating the employees from their job ○ A very sensitive issue for any organization as it can Selection - The process of choosing the most suitable be voluntary or involuntary person for the current position or for a future position from Examples of Voluntary Retirement within the organization or from the outside ○ Voluntary Retirement Selection Procedure ○ Resignation ○ Receiving and Screening the Application ○ Transfer by Request ○ Sending the Blank Application Form Examples of Involuntary Retirement ○ Preliminary Interview ○ Termination ○ Interviewing ○ Suspension ○ Checking References on the Investigation of the ○ Retrenchment Previous History ○ Retirement ○ Administering Tests ○ Layoff ○ Final Selection ○ Transfer Introduction and Orientation The employer must assist a new hire when they arrive for work, introducing the newbie to existing members, objectives and ideals, and the particular requirements Inform newcomers of ancillary benefits, like medical insurance, holidays, loan assistance, pensions, and others BSCE-3102 | Engineering Management (ENGG 406) | 7  CHAPTER 6 Overcoming Barriers to Communication Communicating in the Organization Use feedback to facilitate understanding and increase the potential for appropriate action Communication Repeat messages in order to provide assurance that they are properly received Communication - The process of sharing information Use multiple channels so that the accuracy of information through verbal and nonverbal means, including words, may be enhanced messages, and body movements Use simplified language that is easily understandable, which eliminates the possibility of people getting mixed up Basic Communication Skills with meanings Every organization where people collaborate needs Types of Communication effective communication, whether it is about necessary duties, relationships with one another, call for changes, Verbal and the like Written Non-Verbal Communication Process Management Information System (MIS) Develop an Idea Encode Management Information System - Defined as an Transmit organized means of providing past, present, and projected Receive information on the company’s internal operations and Decode external intelligence for use in decision-making Accept Use Purpose of MIS Provide Feedback Provide a basis for the analysis of early warning signals Regulating Skills that can originate both externally and internally Automate routine clerical operations like payroll and Opening a Conversation and Setting Goals inventory reports ○ Choose between a formal or informal dialogue Assist managers in making routine decisions like ○ Be clear with your intentions scheduling orders, assigning orders ○ Have a prepared agenda Provide the information necessary for management to Goal Evaluation make strategic or non-programmed decisions ○ Determine what exactly to achieve upon communicating Closing Conversation ○ Keep an eye on the time Listening Skills Non-Verbal Behavior ○ Facial Expression ○ Eye Contact ○ Body Posture ○ Encouraging Gestures Verbal Following ○ Comments should be in line with what the speaker is saying ○ Follow closely to what the speaker is saying to let them finish their train of thought ○ Put aside your own opinions and thoughts about the subject ○ Confine yourself to minimal encouragers Minimal Encouragers ○ Minimal Encouragers - Short verbal reactions intended to stimulate the speaker to talk by showing them that he is being listened to Barriers to Communication Personal Barriers ○ Hindrances to effective communication arising from the communicator’s characteristics as a person, including emotions, values, and other attributes Physical Barriers ○ Interferences to effective communication occurring in the environment where communication is taking place Semantic Barriers ○ Semantics - the study of meaning as expressed in symbols ○ Words, pictures, or actions are symbols that suggest certain meanings that may be wrong and cause misunderstanding BSCE-3102 | Engineering Management (ENGG 406) | 8