Engineering and

Computer Academy of Science

and Technology (ECOAST)

;
Course Code
Course Description Engineering Management
Module No. and Title Module 1: Engineering Management

INTRODUCTION
Engineering Management is a multidisciplinary field that bridges the gap between engineering, technology, and
business. It equips engineers with the essential leadership, planning, and strategic decision-making skills needed to
manage engineering teams, complex projects, and innovative technologies effectively. As technology evolves and
engineering challenges become more complex, the need for technically skilled managers has never been greater.
Engineering managers must not only understand engineering principles but also lead teams, manage budgets and
schedules, oversee quality, and align engineering activities with broader organizational goals. This module introduces the
core concepts, tools, and practices of engineering management. It is designed to help aspiring and practicing engineers
transition into leadership roles where they can drive innovation, improve performance, and deliver sustainable solutions.

LEARNING OBJECTIVES
By the end of this module, learners will be able to:
1. Understand the role and responsibilities of an engineering manager in a modern organization.
2. Apply management principles to engineering settings, including project planning, organizational leadership,
and resource allocation.
3. Analyze and solve problems involving budgeting, scheduling, risk, quality, and team dynamics.
4. Evaluate the impact of engineering decisions from ethical, financial, and sustainability perspectives.
5. Utilize modern tools and methodologies to manage technology and innovation effectively.

THE FUNCTIONS OF ENGINEER

The functions of engineering encompass the following areas:
➢ Research
➢ Design and Development
➢ Testing
➢ Manufacturing
➢ Construction
➢ Sales
➢ Consulting
➢ Government
➢ Teaching
➢ Management

ENGINEERING MANAGEMENT
Refers to the activity combining “technical knowledge with the ability to organize and coordinate worker power,
materials, machinery and money”. The process of designing and maintaining an environment in which, individuals,
working together in groups, efficiently accomplish organizational goals/objectives.
• Management applies to any kind of organization.
• It applies to all managers at all organizational levels.
 Engineering and
Computer Academy of Science
and Technology (ECOAST)
• Managing is with productivity, which implies effectiveness and efficiency. Example areas of engineering
management are:
• Production Development
• Manufacturing
• Construction
• Design Engineering
• Technology
• Production

ENGINEERING
• The profession in which knowledge of the mathematical and neutral science gained by study, experience, and
practice is applied to with judgment to develop ways to utilize, economically, the materials and forces of nature for the
benefit of mankind.

MANAGEMENT
• A set of activities including planning and decision making, organizing, leading and control directed at an
organization’s resources (human, financial, physical, and informational) with the aim of achieving organizational goals in
an efficient and effective manner.

MANAGEMENT NEEDS
• Objective
• Resources
• Methods
• Organization Setting
• People

Management Responsibilities
The management group of a company has the overall responsibility of achieving the company’s objectives and meeting
the diverse expectations of its stakeholders. The management group is composed of managers at various levels, from chief
executive officer (CEO) down to first-line managers (e.g., supervisor, group leader, section head, and manager).
• Shareholders: Return on investment, dividends, earnings per share, and appreciation in stock price over
time
• Customers: Quality of products, acceptable services, flexibility of company to
accommodate changing customer needs, efficient delivery, and competitive prices
• Suppliers: Financial stability, market share position, quality production, collaboration efficiency, and
on-time payment
• Employees: Innovative company policy and culture, good working conditions, stable
employment, and competitive salary and benefits
• Community: Environmentally clean, tax contribution, socially responsible, ethically acceptable
practices, and good corporate citizenship.

Type of Work
Work is the task performed to add value to the company. Performing the work involves the use of resources (e.g., time,
money, energy, tools, human efforts, technologies, and facilities) and applicable procedures. There are three types of
work:
• Management work: Plan, organize, lead, and control the efforts of self and others; this requires thinking.
• Technical work: Specialized, nonmanagement work done by engineering managers if
 Engineering and
Computer Academy of Science
and Technology (ECOAST)
others cannot do it for them; this requires doing.
• Operating work: Management and technical work that has been delegated to others; this requires
monitoring and controlling.

Chain of Command
The chain of command refers to the chain of direct authority relationships between superiors and subordinates. This is
derived from the traditional military systems.

Principle of Unity of Command

According to this principle, an individual worker reports to a single superior.

Efficiency
Efficiency refers to the accomplishment of a given task with the least amount of effort. Being efficient means not wasting
resources (e.g., time, money, equipment, facilities, skills, talents, and management attention).

Effectiveness
Effectiveness refers to the accomplishment of tasks with efforts that are commensurate with the value created by these
tasks.

Strategic and Operational (Tactical) Decisions

Strategic decisions are those that set the direction for the unit, department, and company. These decisions determine
what are the right things to do.

Products versus Services

Products differ from services in a number of ways. According to Tidd and Bessant (2013), there are six characteristics
that could be used to differentiate them:
• Tangibility: Products are more tangible than services.
• Perceptions: Product quality is assessed based on criteria such as functionality, reliability, durability,
and maintainability.
• Simultaneity: Products are typically made in advance of consumption, whereas services
are consumed mostly at the time of production.
• Storage: Capacity-management problems may arise due to an imbalance between supply and demand.
• Customer contact: Services demand a high level of customer contact, some more
(medical, business consulting) and some less (financial service, information), whereas products are
typically sold in the absence of much customer interaction.
• Location: The proximity factor is more important for services than for products, making
services more local and less competitive.

Prepared by: Reviewed by: Recommending Approval: Approved:

Engr. Daisy C. Fuertes Jane Fernandez, DIT Ariel Y. Leonin Virgo C. Lopez
Faculty - ECOAST [Dean, ECOAST] Director for Curriculum & VP for Academics
Instruction