ENGINEERING

MANAGEMENT

Engr. Trisha L. Paule-

Instru
Susi, SO-3, MPA
ctor
TODAY: COURSE OVERVIEW

A few Course
Stuff about
ground exams &
me.
rules… grading.
Prelude:
What is
Engineering
Manageme
nt?
REQUIRED
TO ALL Please While in the lecture, please DO:
STUDENTS
: Ask questions when anything is not
Ask clear

Engage Engage in the discussions

in

Particip Fully participate in in-class exercises

ate in
 RULES
Attendance & Punctuality Attend all classes regularly and arrive on time.
Actively participate in discussions and group
Participation
work.
Show respect to professors, classmates, and
Respect
differing opinions.
Use phones, laptops, or tablets only for
Devices & Technology
academic purposes when allowed.
Do not cheat, plagiarize, or engage in dishonest
Academic Integrity
academic behavior.
Avoid disruptive behavior (e.g., side
Classroom Conduct
conversations, eating loudly, etc.).
Come to class prepared with required materials
Preparedness
and completed assignments.
Use professional and respectful language in both
Communication
spoken and written communication.
Dress appropriately as per course or department
Dress Code (if any)
requirements.
 01 Trisha L. Paule-Susi, RCE,SO-3,MPA

Licensed Civil Engineer

Graduated, Bachelor of Science in Civil
02 Engineer
Pass the November 2017 Civil Engineering
Board Exam

Engineering Manager on a Private Company

ABOUT ME 03
Junior Bridge Engineer
Handled Projects : Bridges, High, Mid, Low
Rise Buildings, Roads, Mass Housing
Projects, Residential Houses and
E N G R . T L P - S , S O 3 , M PA Commercial Spaces.

04 Safety Officer 3

05 Master’s in Public Administration

GRADING SYSTEM COURSE EXAMINATION

• 50% - Class • 30% -

Standing Preliminary
• 50% - Major
Exam
Exam • 30% - Midterm
Exam
• 40% - Final Exam

Note : 0 based
grade
CHAPTER OUTLINE
•Origins of Engineering
•Engineering as a Profession
•Roles of Engineer
•Management Levels
•Managerial Skills
•What Managers Do?
•Roles and Functions of Managers
•Management Art or Science?
•Engineering Management?
 Origin of Engineering

“ Engineer” & “Ingenious” stem from

latin word “ Ingenium”
 Skillful, Talent, Natural capacity
 Clever invention
 Engineering: Definition

1. En-gi-neer-ing : the art of

managing engines.
2. The application of science,
mathematics and economics by
which the properties of matter
and the source of energy in nature
made useful to man in structures,
machines, products, systems and
processes.
 What Engineers Do?

• Engineer : A person applying his

mathematical and science
knowledge properly to mankind.
• Engineers apply the theories and
principles of science and
mathematics to the economical
solution of practical technical
problems.
• Engineers design machinery,
products, systems and processes
What is Management?
McFarland identifies management as
• an organizational or administrative process
• a science, discipline or art
• the group of people running an organization
• an occupational career

• Directing the actions of a group to achieve a goal in

most efficient manner
• Getting things done through people
• Process of achieving organizational goals by working
with and through people and organizational resources
 Engineering as a Profession

The art of directing the great sources of power in

nature, for the use and convenience of man.

Engineers provide a public service not only in the

goods and service’s they create for the
betterment of society, but also by placing the
safety of the public high on their design criteria

Is it an art or profession?
Modern Definition of Engineering By ABET
(Accrediting Board for Engineering and Technology)

The profession in which a knowledge of the

mathematical and natural sciences gained by study,
experience, and practice which is applied with
judgment to develop ways to utilize, economically, the
materials and forces of the nature for the benefit of
mankind.

Engineer: A person applying his mathematical and

science
knowledge properly for mankind

It is a discipline not an art.

ENGINEERING
EMPLOYMENT The corporations and firms of the past no
longer exist.

Employment opportunities Lie with

companies of all sizes.

Engineers of the future should expect to be

Constantly improving their skills and
marketability.
Continuing education, flexibility, and a
willingness to shift employment will be
required of successful engineers.
 Management Levels

Top-level management
(president, executive vice president)

Middle managers
(chief engineer, division head etc.)
First-line managers
(foreman, supervisor, section chief)
 Level Type of Job
· Directly supervise non-managers.
· Carry out the plans and objectives of higher management using
the personnel and other resources assigned to them.
First-line Managers · 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 individual
workers.
· Manage through other managers.
· Make plans of intermediate range to achieve the long-range goals
set by top management, establish departmental policies, and
evaluate the performance of subordinate work units and their
Middle Management managers.
· Provide and integrating and coordinating function so that the
short-range decisions and activities of first-line supervisory
groups can be orchestrated toward achievement of the long-range
goals of the enterprise.
· Responsible for defining the character, mission, and objectives of
the enterprise.
· Establish criteria for and review long-range plans.
Top Management
· Evaluate the performance of major departments, and they evaluate
leading management personnel to gauge their readiness for
promotion to key executive positions.
 Managerial Level

Lowest Middle Top

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Skills required versus management

 Managerial Skills:

Managers need three types of skills:

Technical: Specific subject related skills such as engineering,
accounting, etc…
Interpersonal:Skills related to dealing with others and leading,
motivating, or controlling them
Conceptual: Ability to discern the critical factors that will determine
as organization’s success or failure.
Managerial Roles (What Managers Do)

• Interpersonal roles

• Informational Roles

• Decisional Roles
Engineering and Management

Managerial Roles (What Managers Do)

• Interpersonal roles
Outward
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Horizontal

Downward
Engineering and Management

Managerial Roles (What Managers Do)

• Informational Roles
Monitor Role: Collects information about internal
operations and external events.

Disseminator Role: Transforms information

internally to everybody in organization (like a
telephone switchboard)

Spokesman Role: Public relations

Engineering and Management

Managerial Roles (What Managers Do)

• Decisional Roles
Entrepreneurial Role: Initiates changes, assumes
risks, transforms ideas into useful products.

Disturbance Handler Role: Deals with unforeseen

problems and crisis.

Resource Allocator Role: Distributing resources

Negotiator Role: Bargains with suppliers, customers

etc. in favor of enterprise
Engineering and Management
Functions of Managers
•Planning: Selecting missions and objectives.
Requires decision making.

•Organizing: Establishing the structure for the

objective.

•Staffing: Keeping filled the organization structure

•Leading: Influencing people to achieve the

objective

•Controlling: Measuring and correcting the activities

Engineering and Management

What is Engineering Management?

Narrow definition: Directing supervision of

engineers or of engineering functions.

Proper Definition of Engineering Manager:

Engineer possessing both abilities to apply
engineering principles and skills in organizing and
directing people and projects.
 THANK YOU
E N G R . T R I S H A L . PA U L E - S U S I ,
S O - 3 , M PA