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Course Outline
Understanding
Principles of Engineering Management
Applications of these Principles in Engineering Organizations
Learning
The importance of management to engineers,
Various forms and functions of organizations
Operation and Quality Management
Planning
Project Management
Textbook
Managing Engineering and Technology, 3rd Edition
Daniel L.Babcock and Lucy C.Morse
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Weekly Course Topics
Topic Chapter Week
1 Engineering Management
Engineering
Management 1,2 1-2
Engineering Management
Management Philosophies
Scientific Management
Behavioral Management
2 Planning and Forecasting
Planning and Planning Concepts 3 3-4
Forecasting
3 Decision Making
Nature of Decision Making 4 5-6
Tools for Decision Making
Weekly Course Topics
Topic Chapter Week
4 Organizations
Nature of Organizing
Organizations Theory 5-7 7-8
Staffing Issues
Functions of Organizations
Authority, Power, and Delegation
Motivation, and Leadership
5 Finance
Accounting 9-10 9-10
Financial Ratios
6 Production Planning
Facility Layout 11 10-11
Production Methods
Production Planning and Control
Weekly Course Topics
What is an Engineer?
Is it an art or profession?
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
What is a system?
interface Interrelations
inputs Purpose
Components
Outputs
Boundary
constraints Environment
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
What is Management?
• Directing the actions of a group to achieve a goal in
most efficient manner
• Getting things done through people
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
Top-level management
(president, executive vice president)
Middle managers
(chief engineer, division head etc.)
First-line managers
(foreman, supervisor, section chief)
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
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.
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
Managerial Skills:
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
Managerial Level
Lowest Middle Top
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
• Interpersonal roles
• Informational Roles
• Decisional Roles
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
• Interpersonal roles
Outward
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Horizontal
Downward
Dr.B.G.Cetiner
Engineering and Management
• Informational Roles
Monitor Role: Collects information about internal
operations and external events.
Functions of Managers
Planning: Selecting missions and objectives.
Requires decision making.
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
Management
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management
cetinerg@itu.edu.tr Dr.B.G.Cetiner
Engineering and Management