Introduction to Management and Organizations R-Jay P. Quiambao, CIE

Introduction Engineering is the profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize economically, the materials and forces of nature for the benefit of mankind. (Accreditation Board for Engineering and Technology-ABET)

Introduction Management is the process of coordinating human, informational, physical and financial resources to accomplish organizational goals. (Santos, 1999)

Introduction Engineering Management is the supervision of groups of engineering researchers, engineering functions, engineering design activities, the application of quantitative methods and techniques to the practice of management

Introduction Engineering Management management of engineering activities which are characterized by technical complexities associated with risks and uncertainties, special tools and techniques which require unique skills, dynamic environment (changes), and technology which is a key element in an engineering organization

Introduction Challenges to Engineering Management Complex tasks Limited resources/resource competition Changing technology Obsolescence Time-driven Uncertainty and risks Innovation and creativity/limited rewards Matrix leadership

Who Are Managers? Manager someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. (Robbins and Coulter, 2007)

Classifying Managers First-line Managers Lowest level of management Individuals who manage the work of non-managerial employees Title Examples: supervisors, shift managers, or department/office managers

Classifying Managers Middle Managers Individuals who manage the work of first-line managers. Title Examples: regional manager, project leader, plant manager, or division manager

Classifying Managers Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Title Examples: executive vice president, president, managing director, chief operating officer, or chief executive officer

Managerial Levels

What Is Management? Management Involves coordinating and overseeing work activities of others so that their activities are completed efficiently and effectively (Robbins and Coulter, 2007)

Management: An art or a science? Management is an art: when it refers to the human aspect e.g. social behavior, sensitivity, creativity, varying response to changes Management is a science: because it is based on a body of knowledge or principles

Managerial Concerns Efficiency: refers to the relationship between inputs and outputs Managers deal with scarce input resources (people, money, equipment) and the concern is efficient use of these resources – “doing things right” and not wasting resources; “getting things done” Effectiveness: refers to the achievement of organizational goals ; “doing the right things”

Effectiveness and Efficiency in Management

What Do Managers Do? Management Functions (Functional Approach) Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. Determining what needs to be done, how it will be done, and who is to do it

What Do Managers Do? (cont’d) Management Functions (Functional Approach) Leading Working with and through people to accomplish goals. Motivating, leading, and any other actions involved in dealing with people Controlling Monitoring, comparing, and correcting work. Monitoring activities to ensure that they are accomplished as planned

Management Functions

What Do Managers Do? (cont’d) Management Roles Approach (Henry Mintzberg) Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator

What Managers Actually Do (Mintzberg)? Interaction with others with the organization with the external context of the organization Reflection thoughtful thinking Action practical doing

What Do Managers Do? (cont’d) Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization

Skills Needed at Different Management Levels

Conceptual Skills Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Communication Skills Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Effectiveness Skills Contributing to corporate mission/departmental objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Effectiveness Skills (cont’d) Setting and maintaining performance standards internally and externally Setting priorities for attention and activity Time management Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Interpersonal Skills (cont’d) Coaching and mentoring skills Diversity skills: working with diverse people and cultures Networking within the organization Networking outside the organization Working in teams; cooperation and commitment Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Management Skills and Management Function Matrix

How The Manager’s Job Is Changing The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival.

How The Manager’s Job Is Changing The Increasing Importance of Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.

Changes Impacting the Manager’s Job

What Is An Organization? An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure

Characteristics of Organizations

The Changing Organization

Why Study Management? The Value of Studying Management The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are managed. Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.

Universal Need for Management

Rewards and Challenges of Being A Manager

Basic Case Format Time Context Viewpoint Relevant Facts Problem Statement (Issue/s) Alternative Courses of Actions (Options) Analysis and Evaluation of the Alternative Courses of Actions Conclusion and Recommendation (Decision)

Case Study A Manager’s Dilemma Jovita Caranza had her career started at United Parcel Service (UPS) with her first job in1976 as part-time night-shift clerk at the Los Angeles hub to her current position as vice president of air operations, where she manages the world’s largest package distribution facility in Louisville, Kentucky. In this position, she manages half of the more than 25,000 employees and every aspect of the hub’s operation from technology and engineering to security and human resources.

Case Study A Manager’s Dilemma (cont’d) Although she is Hispanic woman in a male dominated industry, Jovita’s determination. Drive, innovation, and leadership have helped her succeed. She was able to acknowledge the importance of the role her team plays and has surrounded herself with capable, skilled employees who are loyal to the company and committed to the results. She says, “I have reliance on the coordination of my team… I can rely on my staff to stay on top of what they have

Case Study A Manager’s Dilemma (cont’d) responsibility for… and it is that trust factor that keeps you driven.” However, Jovita doesn’t just interact with her direct-reporting team. She remembers her early days of loading packages and realizes how important it is for her to also personally visit with frontline workers. “I value the input of the staff and frontline workers. One of my approaches is to sit back and listen and observe. You learn more by not speaking…”

Case Study A Manager’s Dilemma (cont’d) Jovita’s goal for the hub include continuing to find ways to be efficient and to contain costs and continually developing her employees’ abilities. Put yourself in her shoes. What skills will be most important for Jovita to encourage her first-line supervisors to develop to help reach these goals?