UNIVERSITY MISSION

The Technological University of the Philippines shall provide higher and advanced vocational, technical, industrial,
technological and professional education and training in industries and technology and in practical arts leading to
applied research, certificates, diplomas and degrees. It shall provide progressive leadership in developmental studies
in technical, industrial and technological fields and production using indigenous materials, effect technology transfer in
the countryside; and assist in the development of small and medium scale industries in identified growth-centers

VISION

The college of engineering produces total quality engineers and valuable technology researches for industry and
society to maximally contribute to national development

Goals

1. To produce quality engineers equipped with proper values, knowledge and skill relevant to the changing needs
and conditions;
2. To provide continuing graduate education to engineers to wish to pursue higher and advanced learning in their
field of specialization
3. To produce valuable research outputs and render quality extension services in the various areas of engineering
and engineering education.

PROGRAM EDUCATIONAL OBJECTIVES

After 3-5 years of graduation, the graduates of the program are expected to:

1. Achieve a high level of technical expertise to succeed in their chosen profession

2. Engage in lifelong learning actively such as progressive leadership in applied research, development studies in
technical, industrial and engineering fields and production.
3. Engage in professional services to effect technology transfer and assist in the development of small and medium
scale industries to contribute to national development

COURSE SYLLABUS

I. Course Code:
II. Course Title: Engineering Management, Productivity and Entrepreneurship
III. Pre-requisite: Fourth Year Standing
IV. Co-requisite: none
V. Course Description: The effective management of work of employees within organizations is the backbone of
industrialized societies. It is the manager who must make decisions about the use of human resources,
materials, technology, and capital. This course will portray a realistic picture of what the managers job
involves and how it has changed over the years and continues to evolve. It will point out the skills that
managers must apply to achieve crucial goals and performance standards. This picture will not provide perfect
answers to every managerial situation, issue, or problem. However, it will show that managing within
organizations is a mixture of decision-making judgments, application of skills, and the performance of various
roles. A wide range of topics will be covered in the course including planning, organizational theory, staffing,
leadership, organizational change and decision making
VI. Credit/ Class Schedule: 3 unit lecture
VII. Program Outcomes in Relation to Program Educational Objectives:

Program
Educational
Program Outcomes Objectives
1 2 3
An ability to design a system, component, or process to meet desired needs within realistic
constraints such as economic, environmental, social, political, ethical, health and safety,
(c)
manufacturability, and sustainability, in accordance with standards DESIGN/DEVELOPMENT
SOLUTIONS, ETHICS, ENVIRONMENT & SOCIAL SUSTAINABILITY
(d) An ability to function on multi-disciplinary teams INDIVIDUAL & TEAMWORK

(f) An understanding of professional and ethical responsibility THE ENGINEERING AND SOCIETY
(g) An ability to communicate effectively COMMUNICATION
The broad education necessary to understand the impact of engineering solutions in a global and
(h)
societal context PROJECT & ENGINEERING MANAGEMENT & FINANCE

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 (i) Recognition of the need for, and an ability to engage in life-long learning LIFELONG LEARNING

(j) A knowledge of contemporary issues

VIII. Course Objectives in Relation to Program Outcomes:

Course Objectives Program Outcomes

The students should be able to: c d f g h i j
1. Analyze and apply the various theories relating to the field of engineering
management.
2. Analyze various leadership and supervision styles and their effects on employee
moral, career and productivity.
3. Appraise the impact of management information technology and entrepreneurship
on management.
4. Demonstrate methods of effectively influencing delegating and motivating
5. Identify and demonstrate the process of planning information gathering, decision-
making, and communicating skill

IX. Course Coverage:

Teaching Learning
WEEK DAY TOPIC Assessment
Activities
I. Management and the Managerial
Environment
A. Managers and the Study of
1 1 Management
B. Managers and their environment
C. Social and Ethical Responsibilities of
Management
II. Managing Work and Organization:
Planning, Organizing, Controlling
(Foundation of Working and Organization)
A. Management Decision Making
2 2 B. The Planning Function
C. Strategic Planning
D. The Organization Function
E. Organizational Design
F. The Controlling Function
III. Managing People in Organization: Leading
(Function of Managing People)
A. Motivation
B. Managing Work Group
Coaching,
3 3 C. Leading People in the Organization
Tandog, Giovanni O.
D. Communication
E. Human Resource Management
F. Organization Management and
Development
IV. Managing Production and Operations:
Planning, Organizing, Controlling
(Foundation of Managing production and
operations)
4 4 A. Production and Operations
Management
B. Decision Support Management
C. Production Planning
D. Inventory Planning and Controlling
V. 21st Century Issues of Management
A. Entrepreneurship
5 5
B. Managing in Global Environment
C. Management Careers

X. Course Outcomes and Relationship to Program Outcomes:

PROGRAM OUTCOMES
Course Outcomes

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A student completing this course should at the minimum be able to: c d f g h i j
MANAGERS AND THE STUDY OF MANAGEMENT
1. Define the terms manager and management.
2. Discuss why the study of management can be important to almost anyone.
3. Describe the evolution of management as a field of study and how the three
established approaches to management provide the foundations for practicing
management
4. Explain the management functions of planning, organizing, influencing, and
controlling.
5. Describe the importance at different organizational levels and explain the work of
managers at those levels.
6. Discuss the importance of conceptual, technical and human managerial skills.
7. Identify the tool and techniques used by management scientist
8. Compare the human relations and the behavioral science approaches
THE MANAGERS AND THEIR ENVIRONMENTS

1. Define an organization and its environment in terms of a system and explain how the
business system operates.
2. Describe the major factors in the internal and external environment that can affect
an organization.
3. Describe the internal environment in which a manager must function.
4. Discuss how a more culturally diverse workforce is becoming a reality in an
organization.
5. Compare the three basic necessary for effective managerial performance.
6. Identify the various role managers in organizations must perform.
7. Describe the basic transformation process that may occur in any organization.
SOCIAL AND ETHICAL RESPONSIBILITIES OF MANAGEMENT

1. Define social responsibility in term that reflects your view of the role of corporation
in society.
2. Describe the manner in which managers ethics affect their decisions regarding social
responsibility.
3. Discuss the purpose, process, and pitfalls of establishing an effective code of ethics.
4. Compare arguments for and against a specific corporate action based on your own
ethical standards.
5. Explain the concept of ethics.
6. Identity the various action managers are taking to ensure that their organizations are
ethical
MANAGEMENT DECISION MAKING

1. Define programmed and non-programmed decisions

2. Describe how the types of decisions managers make are related to their levels in
organizations.
3. Discuss the process of decision-making and identify major factors that can have an
impact on managerial decision-making.
4. Compare the individual and group decision making
5. Identify the major sources for locating problems that requires management decisions.
THE PLANNING FUNCTION:

1. Define the planning function in terms of managerial responsibilities and decisions.

2. Describe the planning functions four principal elements
3. Discuss why the planning function must begin with the determination of objectives
4. Compare arguments for and against the alternative means for implementing a plan.
5. Identify the most useful forecasting techniques for a particular set of circumstances.
THE ORGANIZING FUNCTION

1. Define the organizing function in terms of required management decisions

2. Describe the effect of the span of control on the manager and the organizations
3. Discuss the relationship between planning and organizing functions
CONTROLLING

1. Define the controlling function in terms of the three features of effective controlling
2. Describe representative standard, information and corrective action for general
methods.
3. Discuss the difference between preliminary, concurrent, and feedback control method
4. Compare the classical, behavioral and management science approaches to
management.

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 MOTIVATION

1. Define the meaning of motivation.

2. Describe the difference between content, process and reinforcement theories of
motivation.
3. Discuss why most behavior is thought to be goal directed.
4. Identify the five core motivational dimension used in job enrichment.
5. Compare the distinguishing characteristics of the reinforcement and expectancy
theories of motivation.
LEADING PEOPLE IN ORGANIZATION

1. Define what the term leadership means.

2. Describe the importance of being able to lead an increasingly multicultural workforce.
3. Discuss the power bases that leaders can use to influence the work behavior of
followers.
4. Identify important differences among situational theories of leadership.
COMMUNICATION

1. Define each element in the process of communication

2. Describe communication and negotiation in organization.
3. Discuss nonverbal communication and its importance in organization
4. Compare situations in which informal and formal channels of communication would
be utilized.
5. Identify the major reasons why communications breakdowns.
ORGANIZATION CHANGE, DEVELOPMENT AND INNOVATION

1. Define the term organization development

2. Describe a five-step model or framework that displays the organization change
process.
3. Discuss four major reason why people resist change
4. Compare specific techniques that are used to bring about structural, people, and
technological changes.
5. Identify some of the productivity and human resource advantages and disadvantages
associated with robotics in work settings.
PRODUCTION AND OPERATIONS MANAGEMENT

1. Define the term quality

2. Discuss the importance of managing production and operations to achieve maximum
level of productivity and quality
3. Describe the steps that managers must take to develop a system of quality control.
4. Identify the main factors that affect quality.
5. Compare the four productive/operations management functions: design, scheduling,
operations and transformation control.
PRODUCTIVITY AND QUALITY CONCEPTS

1. Define the productivity and quality concepts

2. Determine the importance of productivity
3. Identify the productivity management framework
4. Select a common productivity improvement tools
5. Identical Critical Success Factors
CREATIVITY AND INNOVATION

The content of this lesson focuses on the following elements

1. Understand the meaning of Creativity

2. Determine how creative Process work- How it works
3. Identity the cause of creativity that often mismanaged
4. Identify the different creativity for individual
5. Measure the Creative work
6. Determine how creative are you?
7. Develop technologies for managing creative people
ENTREPRENEURSHIP AND SMALL BUSINESS

1. Define the term entrepreneur

2. Describe the characteristics and motivations of entrepreneurs
3. Discuss why entrepreneurship is a concept that fits people from around the world.
DECISION MAKING SUPPORT

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 MANAGEMENT CAREERS

1. Define the concept of career effectiveness and the criteria that determine career
effectiveness.
2. Describe the relationship between career stages and career paths
3. Discuss the positions and opposing the creation of mommy track career paths in
organizations.
4. Compare the needs of individuals and organization in career planning.
5. Identify the potential benefits and pitfalls of mentoring relationship.
TECHNIQUES IN TIME MANAGEMENT

XI. Contribution of Course to Meeting the Professional Component:

General Education Component: 100%

XII. Textbook: Fundamentals of Management by Donnelly, James H; Gibson, James L.; Ivancevich, John M.

XIII. Course Evaluation:

Teaching Learning Activity

The course will be conducted by lecture and discussion. Reading the textbook chapters corresponding to the
study weeks is necessary for understanding the lectures. Students are also supposed to read the case problem as
indicated in the learning schedule. In addition, during the semester a variety of class exercises and case studies will be
undertaken to elaborate and illustrate specific topics. Class participation is expected and encouraged.

Assessment

The student performance assessment is based on 3 components. 1) Individual work Students are called to
answer any question of the case problems. This component accounts for 20% of the total score. 2) Team project
Students are divided into groups of 2-3 students. Each group is assigned a research topic in Week 1 to work on. The
project report will be submitted in week 12. Since this is group work, the same mark will be given to each group
member. If complaints about a group member are raised, the instructor will consider and may decide a different mark
for that member. This component also accounts for 20% of the total score. 1 point will be deducted for one day late
submission of the report. If the group commit plagiarism, all the members will automatically fail this course. 3) Final
exam. The final exam will last 90 minutes. The exam questions concern all the course contents. The test will consist of
30 multiple choice questions (accounting for 6 points) and one or two case analyses (accounting for 4 points). This
component accounts for 60% of the total score.

Final Examination 60%

Team project 20%
Individual work 20%

XIV. Other References:

Business Communication, 3rd Edition by Harcourt, Krizan & Merrier

Engineering Management by Medina, Robert G.
Essential of Management, 3rd Edition by Davis & Cornwell
Fundamental of Management, 8th Edition by Donnelly, Gibson & Ivancevich
International Management, 3rd Edition by Hodgetts & Luthan
Leadership and the One Minute Manager by Blanchard & Zigarmi
Leadership through Strategic Planning by Beerel, Annabel
Management by Slocim
Management Concept, Practice & Skills, 3rd Edition by Mondy & Premeaux
Management for Filipno by Inigo, Condrado
Management in the Philippines Setting by Long, Larry
Management Theory and Practice, 2nd Edition by Martinez
Mastering Technology by Monger
Organizational Behavior and Management, 6th Edition by Ivancevich & Mattieson
Practicing Management, 2nd Edition by Griffin & Head
Production Management, 2nd Edition by Martinez, Edras T.
Successful Team Management by Steveson William J.
The Self Managed Development by Dent, Fiona Elsa
The Time Management by Fleming, Ian
Time Management, 2nd Edition by Hochheiser, Robert M.

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 Course Materials Made Available:
Course goals and instructional Objectives
Course schedule for lecture and examinations
Sample of written examinations of students

XV. Faculty: Engr. Lyndon R. Bague

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