Engineering Management

Textbook: Engineering Management by Fraidoon Mazda

Addison Wesley, 1998
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Proposed Course Contents

Definition of Management The Organization Legal and Ethical considerations Strategy Formulation Decision Making Information Presentation
Contd

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Proposed Course Contents (Contd)

Mathematical models in decision making Project planning and control Leadership and Motivation Team building Effective communication Time management

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Final Exam
Objective Subjective Approx. 40 % Approx. 60 %

Multiple sections in each Question, All Questions necessary, with choice from the sections within the same Question. Each section within the same Question, will be a short question, (where you have to be brief and to the point)
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Chp2 Definitions of Management

1. 2. 3. 4. 5. 6. What is management? The history of management Types of manager Management responsibilities Management tasks The engineering manager

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2.1 What is Management?

No single answer Management is the use of techniques, based on measures, artfully applied Saying:
there are those who do things (workers) and those who talk about things (managers)
(Incorrect statement)

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1 - What is management?

To young engineers
management may be something they do, a world full of time wasting effort spent mainly on covering up ones mistakes and stabbing peers in the back, thus attempting to reach the top of the corporate ladder
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1 - What is management?

Scientific ideas usually come from individuals, but it needs a large multi disciplined team to develop it into a product and to take it to market

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One Golden Rule

The one golden rule about management is that there are no golden rules It is not an exact science, like Engineering Tasks are predictable and People are not, and everything in management eventually leads to people 2+2=?
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As there are no fixed rules

all that one can hope to do is to learn the basic techniques the language of management and then to be guided by experience, bearing in mind that management requires a constant reappraisal of all that has been learnt, since it is almost certain that changes will occur over time
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Example
How to play football You cannot learn just reading a book However this is an essential first step: learning the basic principles and rules reality of management does not fully match the text
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Remember
Managers are not the bosses They are simple employees, doing a job for which they have acquired certain skills The engineer who goes into management expecting to be a leader, to issue commands and have subordinates follow without question, will be disappointed

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Show the management behaviour in the form of flow chart, As you sea it
Assignment - 1

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2.2 History of management

Grown hand in hand Pyramids of Egypt may be an example

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 The growth of large corporations in the 1950s, particularly multinationals, provided a boost to the professional management Good working conditions compared with the public sector

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 Definition of a Professional is
One having a minimum standard of educational or work achievement, administered by an independent body to which members belong A person with a high degree of knowledge or skill in a particular field

In the UK, the IEE set up a professional group on Engineering Management in 1970, which was almost one hundred years after the IEE itself, was founded

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 Management theory was first popularized in the USA and spread slowly to Europe. The first business school was founded at the University of Philadelphia in 1881 and a hundred years later there were over 500 business schools in the USA. How such a growth was in Pakistan? Assignment - 2

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 Management techniques have also changed over the years, emphasis on different techniques being largely dictated by the industrial scene at the time. The post war period saw a steady expansion in the developed courtiers, and the emphasis was on corporate planning for growth The oil crisis of 1973 .

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2.3 Types of Manager

Managers come in every shape and size, with very different personalities All employees within an organization, are in reality managers, being responsible for their own tasks

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2.3.1 Management levels

Organization chart Interaction between the various levels of management Managers manager Subordinates subordinates Numerous peers, both within the same function and within different functions Usually managers progress up the corporate ladder, in a zigzag fashion
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Organization's size
there is debate as to the optimum size for maximum efficiency Figure 2.3 Material considerations favor large sizes People considerations favors much smaller units, critical mass being reached much sooner

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People considerations
In large teams there can be many communication problems and time wasted in ensuring that communication occurs smoothly. Staff working on large projects are less able to see the contribution that their individual efforts makes towards the organizations goals, The larger the team the greater the amount of overheads it needs, such as supervision and coordination. organizations may be structured into divisions or profit centers
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2.3.2 Management styles

The style used is often determined by the personality of the manager concerned seven styles to be described here A manager often displays many of the attributes of these styles. Experienced managers may also vary their style to suit the situation
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Administrators
Very formal in their approach Looks to company rules and regulations for solving all problems Often limited to one level upwards and downwards They are not good at resolving conflict ? In spite of their rather mechanistic approach they are generally respected by their staff, and by peers, for their organizational loyalty and knowledge

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Time Servers
These are generally older managers who have lost interest in their job and environment They take all necessary actions to avoid stress, and maintain a low profile within the company If motivated, they can become a very valuable asset to the organization. They can build an effective team if they try.
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Climbers
driven by extreme personal ambition and will sacrifice everything, including self and family to get to the top pursue personal advancement by fair means or foul However, they become demodulated if this does not show quick results, and this can eventually lead to stress

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Generals
Generals work extremely hard, driving themselves and those under them Usually a younger person who likes to rule and manipulate power but is achievement oriented Usually they are optimistic about the future, sometimes wrongly

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Supporters
usually experienced managers who are knowledgeable in management techniques and apply them where they can They delegate responsibilities The people working under them are highly motivated They get support from the specialists within their department Supporters tend to be loners and do not mix well with peers ?

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Nice guys
These managers are usually weak- willed and are more interested in being liked, by peers and subordinates, than in achieving targets The productivity of the group is low and conflicts waiting to burst out Ready to yield to pressure from almost any source
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Bosses
These managers are bullies! Using power is like a drug They drive the people under them but not themselves They expect recognition from peers, but often do not get it Extremely inflexible, only strong talkers, and hide behind abusive language They can show result for a short-term only They advance by pointing out the mistakes of others, and not by their own achievements
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A comparison
two main factors when comparing the strengths of the various styles:
People and Tasks

Each style has its strengths and weaknesses and each style has its place in various circumstances Compartmentalization in Fig 2.4 does not give true picture
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2.4 Management responsibilities

The functions that a manager performs are complex, which is partly why it is so difficult to define and record them accurately Managers main task is to deal with other people, and human behavior is complex and difficult to predict Generally, managers operate in an environment in which they voluntarily accept certain responsibilities as part of their jobs, while being constrained by other factors Fig 2.5
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2.4 Management responsibilities

The shareholders expect to receive a return for their investments, measured in terms of dividends and growth Reward to employees Customer satisfaction:
External & Internal Customers

Marketing Relationship between the organization and its suppliers

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2.4 Management responsibilities

Responsibility to the community Competitors Governments acts: Direct and Indirect the natural environment The labour market, especially in case of skilled labour Pressure groups

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 Describe the responsibilities of:

A teacher A student Chairman of the Department Assignment 3

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2.5 Management Tasks

4 interrelated groups
Planning Organizing Integrating Measuring

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Planning Phase
Define goals, objectives and policies Strategic plan:
the line of action, to reach the goals SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis must be related back to the set of goals establishes processes and sets performance standards, which are used later in the measuring phase. includes budgets, covering expenses, capital and human resources. Training plans and costs have to be included These plans also have to be communicated to all involved in the project
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Two of the key items

to be covered during the planning phase Need for change (easy or difficult)
a change in the political scene a change in the companys policies

Process for change

the manager should be proactive, foreseeing change and taking early action, rather than reacting to change

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Organizing Phase
splitting of the work into manageable tasks and allocation to groups or individuals ensure that tasks are coordinated and duplication is avoided Jobs and responsibilities need to be clearly defined (may be difficult due to flexible boundaries and overlaps) teams established and team leaders appointed understand the needs of their customers and ensure that these are communicated to all
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Integrating Phase
see the whole picture obtain accurate information on which decision is based Risks must be taken, not avoided (risk management) set the direction, but be flexible enough to change if their decision proves to be wrong, or if circumstances change team members are in communication where their work affects each other eventual goals are kept continually in front of the team and they are motivated to achieve them
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Measuring Phase
taking stock of achievements and putting in corrective actions, including process changes if
necessary

must be taken continually throughout the implementation phase, not only at the end Items that need to be measured and controlled during the project, include:
The costs, which include salaries and expenses The use of skills and specialized equipments Progress on the project, measured on a time-scale The quality of the product
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The methods for taking measures

formal weekly measures chart the informal measures, a manger is continually making throughout the day: MWA, (Management by Walking About), The prime purpose of a measure is to record and provide feed back, resulting in corrective action and process improvement Measurable targets for individuals may be used for growing staff and rewarding them, and not for finding defects and determining punishment
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Three Common Mistakes

Measures are put in place because they are required by the company Managers feel that a poorly performing team reflects badly on them (as a backward class reflects on the quality of the teaching) Managers do not fully trust their staff and apply very tight measures and controls

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2.6 The Engineering Manager

Saying: Management is management; it does not matter whether it is an Engineering department or a grocery shop Feeling: Management requires common sense and nothing more Unfortunately, many engineers have no planning to take management as a career, (just by promotion) and then a good engineer may not be a good manager Managers must learn to work through other people Dual career ladder ?
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Engineers vs Engg Managers

Technical Considerations:
Management is creative and complex, as rules are not fixed and environment continually changing Engineers working on technical projects want to be managed by someone who can understand their technical problems and .. Engg managers have to get resources approved for their projects

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Engineers vs Engg Managers

The Time factor

Engineering tasks require thought and time, e.g. a design spread over months Engineering management requires the ability to shift rapidly from one task to the next, from one person to another, often in the space of a few minutes Managers are called upon to maintain an open door policy They cannot shut themselves away for any length of time Time management Chapter 20
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Engineers vs Engg Managers

The people factor

An engineer is primarily concerned with tasks while an engineering manager is concerned with people, whether they are within ones direct control or not Engineers find this wasteful of time and would rather do things themselves, something which the engineering manager must never do Managers must delegate technical tasks, even those Reviews and discussions with staff should not be limited to tasks, but should cover personnel issues as well, such as development A manager cannot poach staff from another department Engineering managers must plan for product failure and be able to reorganize their team when it occurs
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Assignments Chp2
1. Show the management behaviour in the form of flow chart, As you sea it 2. History of growth in Engg Management in Pakistan? 3. Describe the responsibilities of:
A teacher A student Chairman of the Department

4. Case studies:
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