MANAGEMENT

AND
ENGINEERING CONCEPTS
EMGT101 LECTURE 1

AT THE END OF THIS LECTURE,

WE WILL BE ABLE TO
Define Engineering Management
Know the Functions and Levels of Management

State the Roles of Engineers and Managers

Describe the History and Evolution of Management

Engineering Management

Engineering is the discipline, art, skill and profession of

acquiring and applying scientific, mathematical, economic,
social, and practical knowledge to design and build
structures, machines, devices, systems, materials and
processes that safely realize improvements to the lives of
people.

Engineering Management

Management in all business and organizational

activities is the act of getting people together to
accomplish desired goals and objectives using
available resources efficiently and effectively.

Engineering Management
..is a specialized form of
management
that
is
concerned
with
the
application of engineering
principles
to
actual
business practices.

Engineering Management
is a specialized form of
management
that
is
required to successfully
lead
engineering
or
technical personnel and
projects

Engineering Management

- is a career that brings together

the technological problem-solving
savvy of engineering and the
organizational, administrative, and
planning abilities of management
in order to oversee complex
enterprises from conception to
completion.

WHY THE STUDY OF ENGINEERING MANAGEMENT?

Technically 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.
Engineering

Management empowers
engineering managers with knowledge,
and skills needed to lead technical
individuals, organizations, or processes to
success.

ENGINEERING MANAGERS

They manage engineers who are driven by noncommercial thinking, thus require the necessary people
skills to coach, guide and motivate technical professionals.

MANAGEMENT
The efficient utilization and direction of resources to
achieve objectives.
The process of Planning, Organizing, Directing/Leading,
Communicating, Motivating and Controlling the efforts of
the organizational members and resources in order to
achieve organizational goals.

Management for Engineers Is

Efficiency

Getting work
done through
others

Effectiveness

EFFICIENCY VS. EFFECTIVENESS

PRODUCTIVITY

Productivity is a measure of the effective use of

resources, usually expressed as the ratio of output
to input.

FUNCTIONS OF MANAGEMENT

LEVELS OF MANAGEMENT
President, Chairman of the
Board, Vice-Presidents
(Strategic)

Department Head,
Branch Manager
(Tactical)

Supervisors
(Operational)

Role of Engineers
Informational Roles

Analyst

Engineers break things down into classes and

categories, in order to understand them.

Architect

Engineers make design based on technical

feasibility and standards and what the client
wants (and sometimes sthetic fashion)
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Role of Engineers
Informational Roles

Craftsman

Automator or
Tool Maker

Engineers implement the design based on

craftsmanship and based on scientific and
technical knowledge
Engineers
initiate creation of different
tools to enhance productivity
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Role of Engineers
Informational Roles

Designer

Engineers makes the prototype for a craftwork

or who makes scale drawings for a machine.

Engineer

Engineers must be concerned with the

application of technology in a systems
context, must be pragmatic, must coordinate
those things that must work or fit together.
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MANAGERIAL ROLES
Interpersonal Roles
Figurehead

Managers perform ceremonial duties

Leader

Managers motivate and encourage

workers to accomplish objectives

Liaison

Managers deal with people outside

their units

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MANAGERIAL ROLES
Informational Roles

Monitor

Managers scan their environment

for information

Disseminator

Managers share information

with others in their company

Spokesperson

Managers share information with others

outside their departments or companies
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MANAGERIAL ROLES
Decisional Roles
Entrepreneur
Disturbance
Handler

Managers adapt to incremental change

Managers respond to problems that demand
immediate action

Resource
Allocator

Managers decide who gets what resources

Negotiator

Managers negotiate schedules, projects, goals,

outcomes, resources, and raises
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WHOS THAT POKEMON?

TO BE CONTINUED