I.

Importance of the Course

- Prepare engineers to assure position within their technical specialty areas.
- Expose students to managerial concepts and techniques used in the real world by technical managers,
project directors, and other technically oriented management personnel.
- To do in-depth analysis of some case studies pertaining to engineering management functions.

II. Engineering
- Profession in which a knowledge of mathematica and natural sciences, gained by study, experience and
practice, is applied with judgement, to develop ways to utilize economically, the materials and forces of
nature for the benefit of mankind.

III. Management
- Originates from the Old French ménagement “the art of conducting, directing” and from Latin manu
agere “to lead by the hand.”
- Characterizes the process of leading and directing all or a part of an organization, often a business, through
the deployment and manipulation of resources (human, financial, intellectual, or intangible).

IV. Areas of Management

- Change management - Customer relationship
- Communication - Earned value
- Constraint - Engineering
- Cost - Enterprise
- Crisis
V. Engineering Management
- Concerned with application of engineering principles to business practice.
- Specialized form of management concerned with the application in engineering, as a result of the unique
personalities and technical nature of engineers.
- Functional management of technical professionals.
Ex. Areas of engineering are:
• product development
• manufacturing construction
• design engineering
• industrial engineering
• technology, production or any other field that employs personnel who perform an engineering
function
- Engineering managers require training and experience in business and engineering. Inept managers tend
to be deprived of support by their technical team, and non-commercial managers tend to lack commercial
acumen to deliver in a market economy. EM manage engineers who are driven by non-entrepreneurial
thinking, thus require the necessary people skills to coach, mentor, and motivate technical professionals.

VI. Management Approach

Classification of Management Approaches Major Contributors

Classsical Scientific Management (Gantt Chart) Frederick W. Taylor, Frank and Lillian
Approach Gilbreth abd Henry Gantt
Bureaucratic Management Max Weber
Administrative Management Henri Fayol (Principles of Management)
Behavioral Group Influences Mary Parker Follet
Approach Hawthorne Studies Elton Mayo
Maslow's Needs Theory Abraham Maslow
Theory X and Theory Y Douglas McGregor
Model I verses Model II Values Chris Argyris
Quantitative Management Science
Approach Operations Management
Management Information System
Modern The Systems Theory
Approaches Contingency Theory
Emerging approaches Theory Z and Quality William Ouchi
Management
VII. Engineer
- Ingenium in Latin, meaning: skillful, talented, natural capacity (engineering judgement) or clever
invention.
- In Oxford dictionary, engineer is a person who designs, builds, or maintains engines, machines, or public
works.
- In Meriam Websters, it is a person who has scientific training and who designs and builds complicated
products, machines, systems, or structures.
- A person who specializes in a branch of engineering.
- A person who runs or is in charge of an engine in an airplane, a ship, etc.
- In Philippines, engineers are defined by the law Republic Act no. 544

VIII. What is Management?

- Directing the actions of a group to achieve a goal in most efficient manner.
- Getting things done through other people.
- Process of achieving organizational goods by working with and through people and organizational
resources.
- Managing is a purposive activity. It is something that directs group efforts towards the attainment of
certain pre-determined goals.
- It is the process of working with and through others to effectively achieve the goals of the organization
by efficiently using limited resources in the changing world. Of course, these goals may vary from one
enterprise to another.

IX. Three Levels of Manager/Management

Top Level Management (Strategic Management)

Top Level § President, Executive Vice-President, CEO, Project
Management Manager/Coordinator
§ Senior-most position holders responsible for taking
Middle Level decisions that affect the entire firm, thus impacting the overall
Management growth and development of the organization.
§ Represent the whole enterprise
First-Line Management § Responsible for defining the character, mission and
objectives of the enterprise.
§ Establish and andjshda sndjashd for long range plans.
§ Evaluate the performance of major departments.

Middle Level Management

§ Project Engineer, Division Head, etc.
§ Intermediate between the top-level management and is responsible for effective implementation of plans
and objectives set by the top-level management
§ Manage through other managers
§ Make plans of intermediate range to achieve the long-range goals set by top management.
§ Establish departmental policies, evaluate the performance of subordinate work units and their managers.
§ Provide integrating and coordinating function
§ Orchestrate the decisions and activities of first-line management

First Line Management (Supervisory/Operational Control)

§ Construction fireman, supervisor, section chief
§ The bottom most group of managers in an organization who are responsible for managing the work of the
non-managerial employees of the organization.
§ Directly supervise non-managers. They 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 workers.

X. Managerial Skills
1. Technical – Specific subject related skills such as engineering accounting.
2. Interpersonal – Deals with others, leading, motivating or controlling them.
3. Conceptual – Ability to sjdhaj the critical factors that will determine as organization’s success or failure.
Ability to see the forest inspite of the trees (WOOOOW)
XI. What Managers do?
1. Interpersonal Role – about dealing with people
Þ Figurehead (Outward Relationship) – undertake symbolic duties to represent the organization
Þ Leader (Donework) – inspire subordinates to their best by acting as a role model
Þ Liaison (Horizontal) – network and build relationships with outside agencies
2. Informational Role – about dealing with knowledge
Þ Monitor – access information relevant in running the organization
Þ Disseminator – synthesize and integrate information shared with relevant members of the org
Þ Spokesperson – transmit information to people outside the organization
3. Decisional Role – about action
Þ Entreprenuer – organizes and runs business processes, develops and implements new ideas/strategies
Þ Disturbance Handler – solves issues like sales that grow too slowly, client breaking a contract
Þ Resource Allocator – determines how and where to apply organizational resources
Þ Negotiator – participates in negotiations with external and internal parties, trying to reach their goals

XII. Work Opportunities

Person with Engineering Management degree can work as:
Þ Material Logistics Professional
Þ Automations Engineer
Þ Chemical Process Engineer
Þ Firmware Engineer
Þ Construction Project Engineer
Þ Technical Consultant
Þ Design Engineer