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ENGINEERING MANAGEMENT IE 256 Dr.B.G.Cetiner

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Presentation on theme: "ENGINEERING MANAGEMENT IE 256 Dr.B.G.Cetiner"— Presentation transcript:

1 ENGINEERING MANAGEMENT IE 256 Dr.B.G.Cetiner

2 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 Dr.B.G.Cetiner

3 Textbook Managing Engineering and Technology, 3 rd Edition Daniel L.Babcock and Lucy C.Morse Publisher: Prentice Hall 2002 ISBN Dr.B.G.Cetiner

4 Evaluation 1. Assignments 15% 2. Quizzes 20% 3. Mid Term 25% 4. Final Exam 40% Dr.B.G.Cetiner

5 Weekly Course Topics 1Engineering Management Engineering Management Engineering Management Management Philosophies Scientific Management Behavioral Management 1,21-2 2Planning and Forecasting Planning and Planning Concepts Forecasting Decision Making Nature of Decision Making Tools for Decision Making 45-6 Topic Chapter Week

6 Weekly Course Topics 4Organizations Nature of Organizing Organizations Theory Staffing Issues Functions of Organizations Authority, Power, and Delegation Motivation, and Leadership Finance Accounting Financial Ratios Production Planning Facility Layout Production Methods Production Planning and Control Topic Chapter Week

7 Weekly Course Topics 7Managing Projects Project Planning and Acquisition Project Organization and Control Topic Chapter Week Dr.B.G.Cetiner

8 Engineering and Management What is an Engineer? Ingenium: Talent, natural capacity, or clever invention. Early applications of Clever Inventions based on Military Builders of Ingenious military machines?? Dr.B.G.Cetiner

9 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. Is it an art or profession? Dr.B.G.Cetiner

10 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 judgement 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 It is a discipline not an art. Dr.B.G.Cetiner

11 Engineering and Management What is a system? Interrelated components which come together for some purposes. Components Interrelations Boundary Environment Purpose inputs Outputs interface constraints Dr.B.G.Cetiner

12 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 Process of achieving organizational goals by working with and through people and organizational resources Dr.B.G.Cetiner

13 Engineering and Management Top-level management (president, executive vice president) Middle managers (chief engineer, division head etc.) First-line managers (foreman, supervisor, section chief) Dr.B.G.Cetiner

14 Engineering and Management LevelType 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 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. 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 promotion to key executive positions. Dr.B.G.Cetiner

15 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. Ability to see the forest in spite of the trees. Dr.B.G.Cetiner

16 Engineering and Management Lowest Middle Top Managerial Level Interpersonal Skills Conceptual Skills Technical Skills Dr.B.G.Cetiner

17 Engineering and Management Managerial Roles (What Managers Do) Interpersonal roles Informational Roles Decisional Roles Dr.B.G.Cetiner

18 Engineering and Management Interpersonal roles Figurehead role: Outward relationship Leader role: Downward relation Liaison role: Horizontal relation Managerial Roles (What Managers Do) Outward Horizontal Downward Dr.B.G.Cetiner

19 Engineering and Management 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 Managerial Roles (What Managers Do) Dr.B.G.Cetiner

20 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 Managerial Roles (What Managers Do) Dr.B.G.Cetiner

21 Engineering and Management Planning: Selecting missions and objectives. Requires decision making. Organizing: Establishing the structure for the objective. Staffing: Keeping filled the organization structure Leading: Influencing people to achieve the objective Controlling: Measuring and correcting the activities Functions of Managers Dr.B.G.Cetiner

22 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. Dr.B.G.Cetiner

23 Engineering and Management Management has a body of specialized knowledge. This knowledge need not to be obtained in formal disciplined programs. Engineering Management (Discipline+art) Somewhere between art and science. Dr.B.G.Cetiner

24 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. Dr.B.G.Cetiner

25 Engineering and Management Management Management can be classified into one of four categories: An organizational or administrative process A science, discipline, or art The group of people running an organization An occupational career Dr.B.G.Cetiner

26 Engineering and Management Why Engineering Managers? Competition is global and companies need these people to compete successfully Dr.B.G.Cetiner

27 Engineering and Management 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) Place a premium on innovation Dr.B.G.Cetiner


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