Presentation on theme: "ENGINEERING MANAGEMENT IE 256 Chapter 1 Dr Mohammed Balubaid."— Presentation transcript:
1ENGINEERINGMANAGEMENTIE 256Chapter 1Dr Mohammed Balubaid
2Chapter outline What is Engineering? What is Management? Management LevelsManagerial SkillsWhat Managers Do?Functions of ManagersManagement Art or Science?What is Engineering Management?
3Ingenium: Talent, natural capacity, or clever invention. Engineering and ManagementWhat is an Engineer?Ingenium: Talent, natural capacity, or cleverinvention.Early applications of Clever Inventionsbased on MilitaryBuilders of Ingenious military machines??
4Engineering as a Profession Engineering and ManagementEngineering as a ProfessionThe art of directing the great sources of powerin nature, for the use and convenience of man.Engineers provide a public service not onlyin the goods and services they create for thebetterment of society, but also by placing thesafety of the public high on their design criteriaIs it an art or profession?
5Modern Definition of Engineering By ABET (Accrediting Board for Engineering and ManagementModern Definition of Engineering By ABET (Accrediting Board forEngineering and Technology)The profession in which a knowledge of the mathematical and naturalsciences gained by study, experience, and practice which is applied withjudgment to develop ways to utilize, economically, the materials andforces of the nature for the benefit of mankind.Engineer: A person applying his mathematical and scienceknowledge properly for mankindIt is a discipline not an art.
6Types of engineers Many engineering applications require Cross-pollination or integration of multiple disciplinese.g Aerospace Engineers require knowledge of:Material scienceElectronic controlComputersProduction limitationFinanceLogisticCustomer service
7Engineering Employment The corporations and firms of the past no longer exist.Employment opportunities Lie with companies of all sizes.Engineers of the future should expect to be Constantly improving their skills and marketability.Continuing education, flexibility, and a willingness to shift employment will be required of successful engineers
8What is Management? Engineering and Management McFarland identifies management asan organizational or administrative processa science, discipline or artthe group of people running an organizationan occupational careerDirecting the actions of a group to achieve a goal inmost efficient mannerGetting things done through peopleProcess of achieving organizational goals by workingwith and through people and organizational resources
9Management Levels Engineering and Management Top-level management (president, executive vice president)Middle managers(chief engineer, division head etc.)First-line managers(foreman, supervisor, section chief)
10Engineering and Management LevelType of JobFirst-line ManagersDirectly supervise non-managers.Carry out the plans and objectives of higher management usingthe personnel and other resources assigned to them.Short-range operating plans governing what will be donetomorrow or next week, assign tasks to their workers, supervisethe work that is done, and evaluate the performance of individualworkers.Middle ManagementManage through other managers.Make plans of intermediate range to achieve the long-range goalsset by top management, establish departmental policies, andevaluate the performance of subordinate work units and theirmanagers.Provide and integrating and coordinating function so that theshort-range decisions and activities of first-line supervisorygroups can be orchestrated toward achievement of the long-rangegoals of the enterprise.Top ManagementResponsible for defining the character, mission, and objectives ofthe enterprise.Establish criteria for and review long-range plans.Evaluate the performance of major departments, and they evaluateleading management personnel to gauge their readiness forpromotion to key executive positions.
11Skills required versus management Engineering and ManagementManagerial LevelLowest Middle TopTechnical SkillsInterpersonal SkillsConceptual SkillsSkills required versus management
12Engineering 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 themConceptual:Ability to discern the critical factors that will determineas organization’s success or failure.Ability to see the forest in spite of the trees.
15Managerial Roles (What Managers Do) Engineering and ManagementManagerial Roles (What Managers Do)Informational RolesMonitor Role: Collects information about internal operations and external events.Disseminator Role: Transforms informationinternally to everybody in organization (like atelephone switchboard)Spokesman Role: Public relations
16Managerial Roles (What Managers Do) Engineering and ManagementManagerial Roles (What Managers Do)Decisional RolesEntrepreneurial Role: Initiates changes, assumes risks, transforms ideas into useful products.Disturbance Handler Role: Deals with unforeseen problems and crisis.Resource Allocator Role: Distributing resourcesNegotiator Role: Bargains with suppliers, customers etc. in favor of enterprise
17Engineering and Management Functions of ManagersPlanning: Selecting missions and objectives. Requires decision making.Organizing: Establishing the structure for the objective.Staffing: Keeping filled the organization structureLeading: Influencing people to achieve the objectiveControlling: Measuring and correcting the activities
18Management: Is it an art or science? Engineering and ManagementManagement: Is it an art or science?Management has a body of specialized knowledge.This knowledge need not to be obtained in formaldisciplined programs.Somewhere between art and science.Engineering Management (Discipline + art)Somewhere between art and science.
19Proper Definition of Engineering Manager: Engineering and ManagementWhat 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.
20BabcockEngineering Managers are distinguished from other managers because they possess both the ability to apply engineering principles and skill in organizing and directing people and projects.Prentice Hall, 2006
21Engineering and Management Why Engineering Managers?Competition is global and companies need these peopleto compete successfully
22Advantages of Understanding Technology in Top Management Engineering and ManagementAdvantages of Understanding Technology in Top ManagementReally understanding the businessUnderstanding technology driving the business today and technology that will change the business in futureTreating Research and Development as investment not an expense to be minimizedSpending more time on strategic thinkingDedicating a customer’s problem (true marketing via customer relations)Place a premium on innovation