ENGINEERING MANAGEMENT employers and adds to the
intellectual capital of an
1. What are the challenges of
organization
working in the new economy?
• Technology
Challenges of working in the new
economy include rapid Tech IQ is a person’s ability
technological changes, global to use technology to stay
competition, job insecurity, and the informed:
need for continuous learning and
adaptability. 1. Checking inventory,
making a sales
2. What are organizations like in the transaction, ordering
new workplace? supplies
Organizations in the new Telecommuting
workplace are more flexible, tech-
driven, diverse, and often operate Virtual teams
with flatter hierarchies and team- Effective use of
based structures. online resources
3. Who are the managers and what ✓ Databases
do they do?
✓ Job searches
Managers are people who
coordinate and oversee the work of ✓ Recruiting
others. They plan, lead, organize, ✓ Social Media
and control resources to achieve
goals efficiently. Globalization
4. What is the management – The worldwide
process? interdependence of
resource flows, product
The management process markets, and business
involves four key functions: competition that
planning (setting goals), organizing characterize our economy
(arranging resources), leading
(motivating and guiding people), – Job migration occurs when
and controlling (monitoring firms shift jobs from one
performance). country to another
5. How do you learn managerial Ethics
skills and competencies? – Code of moral principles
Managerial skills and that set standards of
competencies are learned through conduct of what is “good”
education, training, real-world and “right”
experience, mentorship, and in one’s behavior
continuous self-improvement.
Ethical expectations for modern
• Talent businesses:
1. People and their talents – Integrity and ethical
are the ultimate foundations leadership at all levels
of organizational
performance – Social responsibility
2. Intellectual capital is the – Sustainability
collective brainpower or Diversity
shared knowledge of a
workforce that can be used – Workforce diversity reflects
to create value differences with respect to
gender, age, race, ethnicity,
3. A knowledge worker’s
mind is a critical asset to
religion, sexual orientation, • Nonprofit
and able-bondedness organizations add
wealth to society
– A diverse and multicultural
workforce both challenge
and offer opportunities to
Performance
employers Productivity
effectiveness
Performance
efficiency
How diversity bias can occur in the •An overall
measure of the
•An output
measure of task
•An input measure
of the resource
workplace: quantity and or goal costs associated
quality of work accomplishment with goal
performance with accomplishment
– Prejudice resource
utilization taken
– Discrimination into account
– Glass ceiling effect
Careers
Importance of human resources and
– Organizations consist of managers
three types of workers,
– People are not ‘costs to be
sometimes referred to as
controlled’
shamrock (three leaf clover)
organization: – High performing
organizations treat people
Free-agent economy
as valuable strategic assets
– People change jobs more
– Managers must ensure that
often, and many work on
people are treated as
independent contracts
strategic assets
Self-management
Manager
– Ability to understand
– Directly supports, activates
oneself, exercise initiative,
and is responsible for the
accept responsibility, and
work of others
learn from experience
– The people who managers
Organization
help are the ones whose
– A collection of people tasks represent the real
working together to achieve work of the organization
a common purpose
Levels of management
– Organizations provide
– Board of directors make
useful goods and/or
sure the organization is run
services that return value to
right
society and satisfy
customer needs – Top managers are
responsible for
Organizational performance
performance of an
– “Value creation” is a very organization as a whole or
important notion for for one of its major parts
organizations
– Middle managers oversee
– Value is created when an large departments or
organization’s operations divisions
add value to the original
– Team leaders supervise
cost of resource inputs
non-managerial workers
– When value creation
occurs:
• Businesses earn a
profit
Types of – Organizing
managers
•Line managers are responsible for work activities
• The
assigning
process of
tasks,
that directly affect organization’s outputs allocating resources,
•Staff managers use technical expertise to advise and coordinating
and support the efforts of line workers work activities
•Functional managers are responsible for a single
area of activity Functions of management
•General managers are responsible for more
complex units that include many functional areas – Leading
•Administrators work in public and nonprofit
organizations • The process of
arousing people’s
enthusiasm to work
Managerial performance and
hard and direct their
accountability efforts to achieve
goals
– Accountability is the
requirement to show – Controlling
performance results to a
• The process of
supervisor
measuring work
– Effective managers help performance and
others achieve high taking action to
performance and satisfaction ensure desired
at work results
Corporate Governance
Managerial agendas and networks
– Board of directors holds top – Agenda setting
management responsible for
organizational performance • Develops action
priorities for
Quality of work life (QWL) accomplishing goals
– An indicator of the overall and plans
quality of human experiences – Networking
in the workplace
• Process of creating
• Managers achieve high positive relationships
performance by best utilizing with people who can
their human and material help advance agendas
resources
• Management is the process of – Social capital
planning, organizing, leading,
and controlling the use of • Capacity to get things
resources to accomplish done with help
performance goals – Learning
• All managers are responsible
for the four functions – The change in a behavior that
• The functions are carried on results from experience
continually – Lifelong learning
Functions of management – The process of continuously
– Planning learning from daily
experiences and opportunities
• The process of
setting objectives
and determining
what actions should
be taken to
accomplish them