1. Why Study Engineering Management?
The better you can work with people, the more successful you will be in both your personal and your professional lives.
Employers want to hire employees who can participate in managing the firm.
Even nonmanagers (Individual
Contributors) are being trained
to perform management functions.
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2. Why Study Eng. Management? (cont’d)
The study of management builds the skills needed in today’s workplace to succeed in:
Becoming a partner in managing your organization through participative management.
Working in a team and sharing in decision making and other management tasks.
The study of management also applies directly to your personal life in helping you to:
Communicate with and interact with people every day.
Make personal plans and decisions, set goals, prioritize what you will do, and get others to do things for you.
Society Needs Leaders and Team Players
Be Successful in our Community, Religious, Social, Professional, Recreational and Other Organizations.
Become Leaders for a “Just and Humane World”
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3. What is a Manager’s Responsibility?
The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. Participative?
The Manager’s Resources
Human, financial, physical, and informational
Performance
Means of evaluating how effectively and efficiently managers use resources to achieve objectives.
Today often means “How” as well as “What”
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4. What Does It Take to Be a Successful Manager?
Management Qualities (Survey of Execs.)
Integrity, industriousness, and the ability to get along with people
Management Skills
Technical
Human and communication (Teaming)
Conceptual and decision-making skills
“Systems Thinking” & “Critical Thinking”
The Ghiselli Study(6 Traits of Manager Success – Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness, 3) intelligence, 2) need for occupational achievement, and 1) supervisory ability
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Exhibit 1–2

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6. What Do Managers Do?
Management Functions (Different Scope at job level)
Planning
Setting objectives and determining in advance exactly (?) how the objectives will be met.
Monitor for Change and Anticipate or React
PDCA – Plan – Do – Check - Act
Organizing
Delegating and coordinating tasks and allocating resources to achieve objectives.
Leading
Influencing employees to work toward achieving objectives.
Setting an Example (Shadow of the Leader)
Controlling
Establishing and implementing mechanisms to ensure that objectives are achieved.
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8. The Systems Relationship among the Management Functions
Management Skills
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Exhibit 1–3

9. Management Roles Role Management Role Categories (Mintzberg)
A set of expectations of how one will behave in a given situation.
Management Role Categories (Mintzberg)
Interpersonal
Figurehead, leader, and liaison
Informational
Monitor, disseminator, and spokesperson
Decisional
Entrepreneur, disturbance handler, resource allocator, and negotiator
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10. Ten Roles Managers Play
Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.
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Exhibit 1–4

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12. Differences Among Managers
The Three Levels of Management
Top managers
CEO, President, or Vice President
Middle managers
Sales manager, Branch manager, or Department head
First-line managers
Crew leader, supervisor, head nurse, or office manager
Individual Contributors (ICs)
Non-management operative employees
Workers in the organization who are supervised by first-line managers.
Professionals/Specialists/Technicians (Knowledge Workers)
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13. Management Levels and Functional Areas
SOME ORGANIZATIONS “FLIP” THIS CHART UPSIDE DOWN
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE
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Exhibit 1–5

14. Types of Managers Marketing/Sales/Product Development
General Managers
Supervise the activities of several departments.
Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development
Operations/Production/Services Delivery
Finance/Accounting
Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal)
Project Managers
Coordinate employees across several functional departments to accomplish a specific task.
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15. Management Skills and Functions
Differences among management levels in skill needed and the functions performed:
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Exhibit 1–6

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17. Individual Management Styles Skill Builder
What is Your Preferred Management Style?
12 Points Possible…
Autocratic
Consultative
Participative
Empowerment
Combinations or Flexible
Best Management Style?
Adaptive or Situational Leadership
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18. Differences between Large and Small Businesses
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Exhibit 1–7

19. Differences between Large and Small Businesses (cont’d)
ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
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Exhibit 1–7 cont’d

20. New Workplace Issues and Challenges
Technology and Speed
Globalization and Diversity
Knowledge, Learning, Quality, and Continuous Improvement
Change, Creativity, Innovation, and Entrepreneurship
Participative Management, Empowerment, and Teams
Knowledge Management
Ethics and Social Responsibility
Networking and Boundaryless Relationships
GENERATIONAL DIFFERENCES
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21. New Workplace Issues and Challenges (cont’d)
Knowledge, Learning, Quality, and Continuous Improvement
Information is the foundation of knowledge which, in turn, is the foundation of competitive advantage. People (employees) are the competitive advantage!
Knowledge workers
The learning organization
Knowledge Management
Involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.
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22. New Workplace Issues and Challenges (cont’d)
Change, Creativity, Innovation, and Entrepreneurship
Knowledge management requires that people change in order to continually improve.
The speed of change in modern business has increased because of globalization and changes in technology. And other factors listed.
Creativity is coming up with new ideas for improvements, and innovation is implementing those ideas.
Entrepreneurship is about generating creative ideas and using them through innovation.
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23. New Workplace Issues and Challenges (cont’d)
Participative Management, Empowerment, and Teams
Empowering employees to share in performing management functions by working in teams.
Learning organizations manage knowledge well by empowering teams to be creative and innovative.
Ethics and Social Responsibility
Managerial integrity
SOX Compliance after Financial Scandals
Situational responses
e. g. Katrina, Haiti
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24. New Workplace Issues and Challenges (cont’d)
Networking and Boundaryless Relationships
Electronic networks
Beware the informality of , miss-interpreted messages and first impressions
Can be distracting/off task
Relationship networks
Virtual integration
QUESTION – ARE ELECTRONIC “TOOLS” CHANGING THE QUALITY OF RELATIONSHIPS? , NetMeeting, Video Conferences?
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25. Microsoft Case Questions
Which type of resource played the most important role in the success of Microsoft?
a. human c. financial
b. physical d. informational
2. Which of the management skills is stressed most in the case study?
a. technical
b. human and communication
c. conceptual and decision-making
3. Which of the management functions is stressed most in the case study?
a. planning c. leading b. organizing d. controlling
4. Bill Gates' participation in and coordination of small units and his delegation of authority to managers to run their departments are examples of the __ management function.
a. planning c. leading b. organizing d. controlling
5. Which primary management role did Bill Gates use to achieve success?
a. interpersonal-leader
b. informational-monitor
c. decisional-negotiator
6. Bill Gates is at which level of management?
a. top b. middle c. first-line
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26. Microsoft Case 7. Which type of manager is Bill Gates? a. general
b. functional
c. project
8. Bill Gates has greater need for which skills?
a. technical rather than conceptual
b. conceptual rather than technical
c. a balance of both
9. How does Bill Gates spend most of his time?
a. planning and organizing
b. leading and controlling
c. a balance of both a and b
10. Would Ghiselli (6 Traits – page 10) agree that Bill Gates has supervisory ability?
a. Yes b. No
11. Give examples of some of the tasks Bill Gates performs in each of the four management functions.
12. Give examples of some of the tasks Bill Gates performs in each of the three management roles.
13. Do you think you would like to work tor Bill Gates? Explain your answer.
14. Are Bill Gates and Microsoft ethical and socially responsible?
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27. Learning Outcomes After studying this chapter, you should be able to:
Describe a manager’s responsibility.
List and explain the three management skills.
List and explain the four management functions.
Identify the three management role categories.
List the hierarchy of management levels.
Describe the three different types of managers.
Describe the differences among management levels in terms of skills needed and functions performed.
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28. Learning Outcomes (cont’d)
Define the following key terms:
manager planning
manager’s resources organizing
performance leading
management skills controlling
technical skills management role categories
human and communication skills levels of management
conceptual and decision making skills types of managers
management functions knowledge management
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29. New Workplace Issues and Challenges (cont’d)
Technology and Speed
E-business: work done by using electronic linkages (including the Internet) between employees, partners, suppliers, and customers.
E-commerce: business exchanges or transactions that occur electronically.
Globalization and Diversity
Mergers are creating larger globalized firms.
Firms competing globally have to act locally.
Diversity is increasing as minorities grow and markets globalize.
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30. E-Commerce
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Exhibit 1–8

31. Learning Outcomes After studying this appendix, you should be able to:
State the major similarities and differences between the classical and behavioral theorists.
Describe how systems theorists and contingency theorists differ from classical and behavioral theorists.
Define the following key terms:
classical theorists systems theorists
behavioral theorists sociotechnical theorists
management science theorists contingency theorists
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32. Classical Theory Classical Theorists Scientific Management
Focus on the job and management functions to determine the best way to manage in all organizations.
Scientific Management
Best way to maximize job performance
Fredrick Winslow Taylor
Father of Scientific Management
Frank and Lillian Gilbreth
Work efficiency
Henry Gantt
Work scheduling
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33. Classical Theory (cont’d)
Administrative Theory
Henri Fayol
Father of Modern Management
Principles and functions of management
Max Weber
Bureaucracy concept
Chester Barnard
Authority and power in organizations
Mary Parker Follett
Worker participation, conflict resolution, and shared goals
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34. Behavioral Theory Behavioral Theorists
Focus on people to determine the best way to manage in all organizations.
Human Relations Movement (later, the Behavioral Science Approach)
Elton Mayo
Hawthorne studies
Abraham Maslow
Hierarchy of needs theory
Douglas McGregor
Theory X and Theory Y
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35. Management Science Management Science Theorists
Focus on the use of mathematics to aid in problem solving and decision making.
Mathematical models are used in the areas of finance, management information systems (MIS), and operations management.
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36. Integrative Theories Systems Theory Sociotechnical Theory
Focuses on viewing the organization as a whole and as the interrelationship of its parts (subsystems).
Sociotechnical Theory
Focuses on integrating people and technology.
Contingency Theory
Focuses on determining the best management approach for a given situation.
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37. Comparing Theories Classical Behavioral Management Science
Attempts to develop the best way to manage in all organizations by focusing on the jobs and structure of the firm.
Behavioral
Attempts to develop a single best way to manage in all organizations by focusing on people and making them productive.
Management Science
Recommends using math (computers) to aid in problem solving and decision making.
Systems Theory
Manages by focusing on the organization as a whole and the interrelationship of its departments, rather than on individual parts.
Sociotechnical Theory
Recommends focusing on the integration of people and technology.
Contingency Theory
Recommends using the theory or the combination of theories that
best meets the given situation.
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Exhibit AP1–2

38. Ideas on Management at Gap
What resources does Gap use to sell its merchandise?
What management functions are performed at Gap stores?
What levels and types of managers have careers at Gap?
How does Gap meet new workplace issues and challenges?
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