Module 1 Flashcards
defined as “the creative problem solving process of planning, organizing, leading, andcontrolling an organization’s resources to achieve its mission and objectives.”
Management
the activity combining technical knowledge with the ability to organizeand coordinate worker power, materials, machinery, and money.
Engineering management
a process consisting of planning, organizing, directing (or leading), and controlling.
Management
A management must seek to find out the following
objectives of organization
think of ways on how to achieve these objectives
decide on the ways to be adapted and the material resources to be used
determine the human requirements of the total job
assign specific tasks to specific persons motivate these people, and
Provide means to make sure that the activities are in the right direction.
– those with minimal engineering jobs like retailing firms
Level One
those with moderate degree of engineering jobs like transportation companies
Level Two
– those with a high degree of engineering jobs like construction firms.
Level Three
The engineer manager may be assigned to head asmall
engineering unit of the firm, but there will not be too many firms which will have this unit.
Level One
the engineer may be assigned to head the engineering division. The needfor
management skills will now be felt by the engineer manager.
Level Two
provide the biggest opportunity for an engineer to become the president or general
manager. In this case, the engineer manager cannot function effectively without adequate
Level Three
One of the early pioneers of management theory
Frederick W. Taylor (1856-1915)
, a mechanical engineer who believed that it was management’s task to designjobsproperly and to provide incentives to motivate workers to achieve higher productivity
Frederick W. Taylor (1856-1915)
believed to have the oldest engineering management department, established as the School of Business Engineering in 1908
Stevens Institute of Technology
Principles of Scientific Management (1911)
Frederick Winslow Taylor (1856-1915)
Replace the rule-of-thumb work methods with methods based on scientific study of tasks. Scientifically select, train and develop each worker rather than passively leaving them to train themselves
Frederick Winslow Taylor (1856-1915)
According to him, specialization promotes efficiency of the workforce and increases productivity. In addition, thespecialization of the workforce increases their accuracy and speed.
Jules Henri Fayol (1841-1925)
He was a German sociologist who approached management by focusing on organizational structures, dividingorganizations into hierarchies with clear lines of authority and control. He believed that an ideal bureaucracy consistsof six specific characteristics: hierarchy of command, impersonality, written rules of conduct, advancement basedonachievement, specialized division of labor and efficiency.
Max Weber
He was a Harvard professor who proposed that managers should become more “people oriented”. Conductingexperiments on conditions in the workplace and incorporating the well-published findings of hawthorne studies, Mayodeclared that logical factors were far less important than emotional factors in determining productive efficiency”. Heconcluded that participation in social groups and group pressure as proposed to organizational structuresor
demands from management had the strongest impact on worker productivity.
Elthon Mayo (1880-1949)
He explained that becoming a servant-leader begins with the natural feeling that one wants to serve followed by theaspiration to lead. Although the concept of servant leader is found in the bible and might even date further back intoantiquity, it was first proposed as a management by him.
Peter Greenleaf (1904-1990)
where the engineers is engaged in the process of learning about nature and codifying this knowledgeinto usable theories.
Research
where the engineer undertakes the activity of turning a product concept to a finishedphysical item.
Design and Development
– where the engineer works in a unit where new products or part are tested for work ability
Testing
where the engineer is directly in charge of production personnel or assumes responsibility for theproduct.
Manufacturing –
this is where the construction engineer is either directly in charge of the construction personnel or
may have responsibility for the quality of the
Construction
where the engineer assists the company’s customers to meet their needs, especially those that requiretechnical expertise.
Sales
where the engineer works as consultant of any individual or organization requiring his services
Consulting
where the engineer may find employment in the government performing any of the various tasksinregulating, monitoring, and controlling the activities of various institutions, public or private
Government
where the engineer gets employment in a school and is assigned as a teacher of engineering courses. Some of them later become deans, vice presidents and presidents
Teaching
where the engineer is assigned to manage groups of people performing specific tasks
Management
refers to the capacity of an engineer manager to achieve organizational objectiveseffectively and efficiently
Managerial ability
Skills of an Engineer Manager
- Ability
- Motivation to manage, and
- Opportunity
Qualifications of an Engineer Manager
- A bachelor’s degree in engineering from a reputable school; In some cases, a master’s degreeinengineering or business management is required;
- A few years’ experience in a pure engineering job;
- Training in supervision;
- Special training in engineering management. These qualifications will be of great help to the engineer manager in the performance of the various management
functions.
