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COURSE SYLLABUS
COLLEGE

MAP0A rNsyrrurE oF TEcHNoLoGy AT LAGU!{A

DEPARTMENT

COURSE CODE

EMGTlOl

COURSE TITLE

E1{6I'{EERING MATAGME'{T

PRE-REQUISITE

Thlrd Year Standing

CO-REQUISITE

None
3.0 units
1.5 hours per

cREDTT UNrT(S)
CI.ASS SCHEDULE

meetin8/4.5 hours per week

An introduction to management concepts, schools of thoughts In management, management functions, social responsibilities and
decision makingtools including application of concepts in the form of case studies analyses.

Aftertaking thls course the students should be able to:

1.
2.
3.

Explain the basic knowledge and undeEtanding ofthe concepts of engineering management. [soa]
Recommend the concepts learned in realistic management problem senarios. [soa, soel
Develop problem solving skills and make use of the dlfferent management tools and techniques
making process. [SOa, SOe]

4.

Assess

for the right decision-

the enormous effects of globallzatlon in management in related sectors like science, engineering, economics, etc,
soe sok]
Develop appreciation of new management technologies and its effects In the industry and society. [soa, soe, sokl
[SOa,

5.

MCL Misslon, Vlslon, and Course Odentatlon

Discussion

of

course goals and expected

.
o

outcomes; discussion of course policies.

State the MCL vlsion/Mission, and the central

objectives of the course.

Summarize the course goals and expected

outcomes and explain

the importance of

complying with the course policies.

Management and Engineedng Concepts
History and Evolution of Management
Theories and Practices
Roles of Engineering

.
.
.

Fundarnntab of Managment
Planning
Organizing

.
.
.
.

Leading

Controlling

1,

Describe the evolution and the science of

the theories and

management,

known

practices. (Co1)

2, Define the roles of

3.
4,
5.
6.
7.
8.
9.

Define

the

engineers

as

fundamental conceDts of

Management. (CO1)

Explain

the

fundamental concepts of

Management. {CO1)

Discuss meaning
Management. (CO1)

the

of the pillars

of

of

pillars
management's
Explain
relevance to decision making process. (COl,
co2)
Recognize the importance of organizational
structure. (CO1, CO2)
ldentify the levels of management. (CO1,

co2)
Distinguish the different skills set and other

leadership capabilities for effective control

AMgk
4

People Management
Staffing / Span of Control
Communication / Empowerment
Rec.uitment / Seledion
EmployeeCompensation
PerformanceAppraisal
Job Offer / Personnel Movements
Job Enrichment Development

.
.
.
.
.
.
.
.
.

lob Design / lob Analysis

.
.
.
.
.
.
.
.

Servic and Quality Management

Quality Management Programs

.
.
.
.

Quality Function Deployment

Dimensions of Qualiw
stages of Excellence

10. Discuss the different factors in managing

manpower resources. (CO1)

11. Analyze

the right staffing pattern

of the correct

establishment

manageable number

of staff. (co2,

and
and

co3,

co4)

12.

Recognize the importance of manpower in

managing an organization. {CO2, CO3)

the importance of effective

communication process in the organization.
(co2. co3, co4)

13. Describe

14.
15.

I *"",1 ,-*.*

Discuss

the tools and techniques in project

management, (CO3, CO4)

Explain the importance of project planning
and control in the implementation and
allocation of resources and budgets. {co3,

co4. cos)
16, Distinguish the role of operations from other

17,

areas of management. (co3, CO4)

Explain the role of engineering in the process

of transformation of resources into products

and services. (co3, CO4)
18, lntegrate the concepts and relationship of
productivitv versus qualitv. (CO4, CO5)
19. Define the fundamental concepts of Quality
Management. (cO1)

20. Explain the different programs in achieving

quality standards. {CO1)

21. Show the importance of Quality as the

dlfferentiator in product or service offering.
(co2, co3)
22. Discuss the different tools and techniques in
maintaining quality in the products and
se.vices offered. (co3, Co4)

Globaliration
8

.
.
.

Global Diversity lssues

Globalcompetitiveness
Vision, Mission, Objective, Strategy

Sales and Marketing Functions

to

.
.
.

Sales Management

Market Demands and Supply

Role of 5ales Engineer/Manager

Financial Management

.
.
.

Forecasting

Budgeting
Financial Statements

Explain the different strategies to be globally

competitive. {CO4, CO5)
24. Discuss recent trends in globalization and its
effect on business strategy alignments. {co3,
co4. cos)

23.

25. Explain

sales management and

its

relationship with the business operations.

(co1, co2, co3)
25. Discover the roles of engineers towards
attainment of sales obiectives. (CO1, CO2)

27. Interpret financial terms and figures in

support of critical business decisions. (CO1,
co2, co3)
28, Explain the role and importance of the
financial aspects in organjzation. (CO1, CO2,
co3)

the tools and other financial

activities generally performed by

29, ldentify

11

t2

Actual industry case for group analyses using

management officers. {CO3, CO4, CO5)

Engineering
Management in actual industry cases. (CO4,

the concepts of engineering management

co5)

Case Study Analysis

Jfi.5,2015
L

PERI/ CPM

Operations & Production Management

ProductionScheduling
Production Planning and Control
Productivity
Corrective and Preventive Maintenance

Revision Date:

Employee wellness & Labor Relations

Proiect Management
Project Planning & Scheduling
Gantt Chart
Project Control

05

Revision No.:

30.

Apply the concepts of

Revision No-:

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Revision DaG:

* For Summer Term, one (1) week covers two (2) weeks o, q Regulor ferm,
'to t tck the prcgrcst of the coutse, students ond prcfessors should tqke note of the dote when the topic wss covercd,

Morse, Lucy C. & Babcock, Daniel L. (2010). MANAGING El{Gll{EERll{6 AI{D TECHNOLOGY, 5d ED. Pearson Higher Education, Inc.

Russel, Roberta S. & Tavlor, Bernard W. (2009). OPERATIONS MAI{AGEMENT ATONG THE SUPPLY CHAIN, 6rl ED. Wiley & Sons.
DuBrin, Andrew l. (2006). ESSENTIAI MANAGEMENT, ?TH ED' Thomson South-western
Daft, Richard L.; Marcic, Dorothy (2007). MAIAGEMEI{TT THE NEW WORKPLACE, ISE ED. Thomson South-western.

Ghillyer, Andrew w. (2009). MANAGEMENT: A REAI WORLD ApPROACH. McGraw-Hill, Inc.

Plunkett, Warren R.; Attner, Raymond F.; Allen, Gemmy S. {2008). MANAGEMENT: MEETI G Al{D EXCEEDII{G CUSTOMER
EXPECTAnONS, 9rx ED. Thomson South-western.
Mead, Richard; Andrews, Tim G. (2009). I TERt{ATlOt{Al MANAGEME T,4ft ED. John Wiley & Sons.
Cleland, David l.; lreland, Lewis R. (2007). PROJECT MAI{AGEME T: STRATEGTC DESIGN At{D IMPLEMEI{TAION, 5B ED. MccrawHill, Inc.

The finalgrade

ofthe students

is based on the followinS components:

Preliminary Course Assessment

20vo

Midterm Course Assessment

20%
20%
20%

Final Course Assessment

Quizzes

ro%

Homework/ Seatwork
Other Learning Tasks*
I

lolo

otal

LOO%o

*Leominq tosks moy include orol or written reports, ptoblem sets, case studies, prcjectt term pope6 or reseorch work.
The student is required to obtain a finalgrade of 60% in order to pass the course.
The finalgrade

ofthe student

is

interpreted as shown on the table below.

AVERAGE (%}

Above
96,00

FINALGRADE

1.qt

96.00

t2s

87.01-

82.51-

78.01-

91.50
1.50

87.00

82.50
2.(x)

t.7s

60.0078.00
2.25

73.50

2.50

69,00
2.75

64.50
3.00

Below
60,00

s.00

Aside from academic deficiency, other grounds to fail the course are the following:

r'
y'
r'

Intellectual dishonesty (cheating and plagiarism) during examinations and other requirements;
Per Section 1551 of CHED'S Manual of Regulations for Private Educational Institutions, a student who has incurred more than
20% of the total number of school days (i.e., 5 unexcused absences) shall not be given credit to the course regardless of class
standing. For further provisions of the said policy, please refer to the MCL Student Catalogue,

Other grounds as stipulated in the McL student catalogue, and other relevant policies and regulations that may be
promulgated from time to time.

a.
b.
c.
d.

Reference books
course syllabus
Compilation of multimedia presentations

InstructionalVideos

LANGUAGE OF INSTRUCTION

English is the medium of instruction. Lectures, discussions, and documentation will be in English. Code switching is highly
discouraged and the use of other languages aside from English in communicating and in presenting course works will be a
valid ground for demerits in that given exercise.

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Revision No.:
Revision Date:

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ATTENDANCE

per Section 1551of CHED'S Manual of Regulatlons for Private Educational Institutions, a student who has incurred absences
more than twenty percent (20%) of the total number of school days shall not be Siven credit to the course regardless of class
standing. For further provisions ofthe said policy, please refer to the MCL Student Crtalogue.
HOMEWORK. WRITTEN REPORTSAND REACTION PAPERS

All homework and other assigned course works lluS!-belgE4igled-9lliXle'

COURSE PORTFOLIO

All exercises and requirements for the course are to be compiled by the students as part of thelr portfolio. The same must be
made available for inspedion by the Instructor before the end ofthe term.
HONOR. DRESS. AND GROOMING CODE

Other provisions stipulated in the MCL Student Catalogue will be enforced in and out of the classroom Students who have
violated the dress code policy and other related offenses will not be permitted to attend classes without being cleared by the
Student Affairs Office or the Guidance office.

Therence c. Jazul4l
Ez,ha c. Godilano

COURSE COORDINATOR

f'K
,

COMMITTEE MEMBERS

Rachelc. villanuefS

NAME OF FACULTY MEMBER

EMAIL ADDRESS:
DAYS AVAILABLE:

TIME AND VENUE:

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Revision

llo{anber29.

COURSE SYLLABUS REVIEW FORT

FORTANT INFORIANON

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FILL OUT COMPLEIETYTHE DETAILS SPECIFIEO BELOW

PROVIDE JUSTIFICATTONS TO SUBSTANTIA]E IHE RECOMMENOATIONS
CONVENE WTH THE MEMAERS OF THE COURSE REVIEW COIIIMITTEE TO OETE TNE THE POSgAIE RECOMMENDATIONS
ATTACH THE REVISED COURSE SYITABUS AI{D HIGHLTGHT THE INCORPOMTED RECOIIMENDANONS
SUEMITTHIS FORM TO THE PROGRAII CHAIR,/CLUSTER COORDINA]OR FORAPPROVAI

Course Portfolio

--l

3. bdernal lnputs

tl
E

Syllabus
Sample Student Outputs
Course Materials

TO MPROVE THE COURSE SYTTABUS

Other Sources:

CHED lssuance
Industry Inputs

[__l +. Reference Materials

f__l textoooks

Assessment Tools

Statistical Data
Passed/Fail Data
Item Analysis

sEP 2 4

2015

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