Mindanao University of Science & Technology

Cagayan de Oro City, Philippines

Engr. Alex L. Maureal
Assistant Professor 1, College of Engineering & Architecture
Director, ICT Division
Clarks nutcracker
Clarks nutcracker-
a gray-white songbird that can be seen flitting
through the forests of western North America. It
collects and buries as many as 33,000 seeds
annually, storing them in some 2,500 different
locations in preparation for the frigid winter locations in preparation for the frigid winter
months.
Indeed, this bird is instinctively wise in the way it
makes provision for the future.Proverbs 30:24.
Proverbs 30:24-28.
24 There are four things that are the smallest of the earth, but
they are instinctively wise: 25 the ants are a people not
strong, and yet in the summer they prepare their food; 26 the
rock badgers are a people not mighty, and yet upon a crag is
where they put their house; 27 the locusts have no king, and where they put their house; 27 the locusts have no king, and
yet they go forth all of them divided into groups; 28 the gecko
lizard takes hold with its own hands and it is in the grand
palace of a king.
Ants
Rock Badger
Ants
Locust
Gecko
If you have only a hammer, you
see every problem as a nail.
- Erich Fromm - Erich Fromm
Program Objectives
At the end of this program, you will be able to:
explain peculiarities of engineers/technical personnel
in assuming management role
explain universal concepts in management
explain skills in effective management
describe and enumerate the universal management
functions
relate the above in our work areas by examples and
actual case studies.
Introduction
Lets admit it, we people of technical
background find it difficult to assume
management roles for reasons inherent
to our character traits which in fact , to our character traits which in fact ,
made us to choose this type of career.
These reasons are gathered through
experiences enumerated as follows:
Peculiarities of Technical Persons in
General
Specialist orientation, too focused
Dont want to be intervened when working
Want only to be at the background
Timid at group interaction with other disciplines
Not people oriented, hence, find difficulty in Not people oriented, hence, find difficulty in
interpersonal interaction
Hate administrative jobs
Have difficulty relating orally and/or communicating in
written form
Consider non-technical matters as light issues
Dont care much about their physical appearance.
These character traits coupled with lack of
knowledge in management skills is the main
reason why engineers and other technical
persons find it difficult to assume
management role.
Fortunately, this can be solved but equipping
them with the right tools knowledge and
skills for effective management.
Technical expertise is important but if we
would like to be effective in management,
we have no recourse but to develop
ourselves in the management aspects of our
job.
It is a common misconception that if one is
good technically, he can also be as good in
assuming management role.
Why is it so?
Technical persons tend to be specialists while
management requires generalists. It is very
difficult to be expert in both fields.
As the management maxim says, specialists
are people who know everything about
something while managers know
practically something about everything.
A Self-Test of our Management Skill
Before going further , let us determine first how effective
we are in the performance of our job as a future
supervisors or managers by honestly putting ourselves
in the matrix in the next slide. in the matrix in the next slide.
Note that this diagram is so very simple in its form but
very revealing in substance.
Management Effectiveness Grid
After evaluating ourselves in the grid, we now
reveal our management strengths and
weaknesses.
In order to be effective in management our
track must be along the ideal not along the track must be along the ideal not along the
axes.
If we are off-tract, then the more we need
to discern the content of this program.
If our tendency is to go along the horizontal,
we might be better off as a specialist with no
subordinates.
If it is along the vertical, we are more fitted to If it is along the vertical, we are more fitted to
work on human relations intensive jobs
whose work outputs do not require much
involvement to other resources.
If our path is along the ideal, we are doing
fine and this subject can be used to further
enhance our management skills.
Every now and then , we should check our Every now and then , we should check our
standing vis--vis the management
effectiveness grid so that we can rectify
ourselves not to deviate so much away from
the ideal.
In fact, the objective of this module can be summarized
by tracing the graphical representation of the arrow
along the ideal path where both personnel and
production can be given appropriate importance.
All the other topics to follow aim to equip us to trace this All the other topics to follow aim to equip us to trace this
path.
The Management Concepts
Management is defined broadly as coordinating and
directing human and non-human resources of an
organization to achieve certain objective.
A manager is a person who has authority over the
activities of other persons in an organization. activities of other persons in an organization.
This includes the supervisors and team leaders
which are often called first line managers.
However, supervisors play a critical role since
they are the man in the middle linking the
workers or ranks to management.
They are representatives of both the
management and their workers . Hence, the
more the study of supervisory management
is important.
Management Pyramid
Management Pyramid
Management Pyramid
What Should Managers Know?
After understanding the hierarchy of the
management, what skills are needed so as to
be an effective manager? be an effective manager?
Are these skills similar to the R&F or entirely
different? If so, what are the skills
combination?