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

2. 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)

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

4. 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

5. 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

6. 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

7. 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)

8. 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

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

10. 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

11. Managerial Levels

12. 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)

13. 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

14. 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”

15. Effectiveness and Efficiency in Management

16. 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

17. 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

18. Management Functions

19. 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

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

21. 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

22. Skills Needed at Different Management Levels

23. 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 ( October 30, 2002.

24. 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 ( October 30, 2002.

25. 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 ( October 30, 2002.

26. 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 ( October 30, 2002.

27. 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 ( October 30, 2002.

28. Management Skills and Management Function Matrix

29. 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.

30. 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.

31. Changes Impacting the Manager’s Job

32. 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

33. Characteristics of Organizations

34. The Changing Organization

35. 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.

36. Universal Need for Management

37. Rewards and Challenges of Being A Manager

38. 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)

39. 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.

40. 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

41. 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…”

42. 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?