ENGINEERING
MANAGEMENT
IE 256
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
Engineering and Management
What is an Engineer?
Ingenium: Talent, natural capacity, or clever
invention.
Early applications of Clever Inventions
based on Military
Engineering and Management
The first issue (1866) of the English
Journal Engineering
The art of directing the great sources of power
in nature, for the use and convenience of man.
Engineering and Management
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 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
Engineering and Management
Interrelated components which come together for some purposes.
Components
Interrelations
Boundary
Environment
Purpose
inputs
Outputs
interface
constraints
What is a system?
.
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What is Management?
• 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
Engineering and Management
Top-level management
(president, executive vice president)
Middle managers
(chief engineer, division head etc.)
First-line managers
(foreman, supervisor, section chief)
Engineering and Management
Level Type of Job
First-line Managers
• Directly supervise non-managers.
• Carry out the plans and objectives of higher management using the personnel and other resources assigned to them.
• Short-range operating plans controlling 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.
Middle Management
• 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
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.
Top Management
• Responsible for defining the character, mission, and objectives of the enterprise.
• Establish criteria for and review long-range plans.
• Evaluate the performance of major departments, and they evaluate leading management personnel to gauge their readiness for
Engineering and 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.
Engineering and Management
Lowest Middle Top
Managerial Level
Interp
erson
al Sk
ills
Conc
eptua
l Ski
lls
Tech
nical
Skills
Engineering and Management
Managerial Roles (What Managers Do)
• Interpersonal roles
• Informational Roles
• Decisional Roles
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• Interpersonal roles
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Managerial Roles (What Managers Do)
Outward
Horizontal
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• 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
• 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
•Planning: Selecting missions and objectives.
Requires decision making.
•Organizing: Establishing the structure for the
objective.
•Staffing: Keeping filled the organization structure
•Directing: Influencing people to achieve the
objective
•Controlling: Measuring and correcting the activities
Engineering and Management
Management has a body of specialized knowledge.
This knowledge need not to be obtained in formal
disciplined programs.
Management: Is it an art or science?
Somewhere between art and science.
Engineering Management (Discipline + art)
Somewhere between art and science.
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.
Engineering and Management
Why Engineering Managers?
Competition is global and companies need these people
to compete successfully
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Advantages of Understanding Technology in Top
Management
• Really understanding the business
• Understanding technology driving the business
today and technology that will change the business
in future
• Treating Research and Development as investment
not an expense to be minimized
• Spending more time on strategic thinking
• Dedicating a customer’s problem (true marketing
via customer relations)
Management & Engineering Career
Engineering Management
Production Plant & industrial engineering and operations management project Engineering Marketing Advanced Accounting design
Finance and research
Economics Administration
Business Engineering
