EE-413 Engineering Management

Lecture # 2

Class: EE, 7th Semester - Section A

By: M Sami uz Zaman

Quiz # 1 (7 minutes)
Write down brief notes on the following. (Any extra
information shall not be graded).

Column 1: 5 Characteristics of Climbers.

Column 2: 5 Characteristics of Supporters.
Column 3: Levels of Management.
Column 4: Generals.
Column 5: 3 Definitions of Management.
Column 6: 5 Characteristics of Administrators.
Column 7: 2 Definitions of Engineering Management.

Management Responsibilities
The functions that a manager performs are many & complex,
which is partly why it is so difficult to define and record them
accurately.
Managers main task is to deal with other people, and
human behavior is complex and difficult to predict.
Generally, managers operate in an environment in which
they voluntarily accept certain responsibilities as part of their
jobs, while being constrained by other factors. (The
responsibilities & constraints circle - Fig 2.5)

Roles Performed by Managers

A manager wears many hats. Not only is a manager a team
leader, but he or she is also a
planner,
organizer,
coach,
problem solver,
and decision maker all rolled into one. And these are just a
few of a manager's roles.
In addition, managers' schedules are usually jampacked.
Whether they're busy with employee meetings, unexpected
problems, or strategy sessions, managers often find little
spare time on their calendars. (And that doesn't even include
responding to email!)

Roles Performed by Managers

In The Nature of Managerial Work, Henry Mintzberg describes
a set of ten roles that a manager fills. These roles fall into
three categories:
Interpersonal: This role involves human interaction.
Informational: This role involves the sharing and analyzing of
information.
Decisional: This role involves decision making.

Management Responsibilities
Management Responsibilities on the whole cover the following
members of the company.
Employees.
Stakeholders.
Shareholders.
Community.
Customers.
Suppliers.
& many more.

Types of Customers
There are two distinct types of customers managers have to
deal with:

1. Internal.
2. External.
The Design Engineering Example how internal customer-ship
works.

Internal Customer ship

Procurement

Manufacturing

Distribution

Design Engg

Marketing

Sales

Management Constraints
Management is constrained by following phenomena:
Competitors.
Creditors.
Governments.
Natural Environment.
Labor Market.
Pressure Groups.
& many more.

Tasks / Functions of Management

Management, as we have seen earlier, is the process of reaching
organizational goals by working with and through people and
other organizational resources. All this effort culminates into a
project or task with pre-determined objects.
Management has the following 3 characteristics:
It is a process or series of continuing and related activities.
It involves and concentrates on reaching organizational goals.
It reaches these goals by working with and through people and
other organizational resources.

Tasks / Functions of Management

Well known authors & engineering managers (including
Kerzner, Nawar) describe the functions of management as
Planning, Organizing, Staffing, Leading & Controlling.
(P.O.S.L.C)
According to Koontz & O'Donnell, these task are Planning,
Organizing, Staffing, Directing & Controlling. (P.O.S.D.C)
In the textbook, the functions are Planning, Organizing,
Integrating, Measuring. (P.O.I.M). This one shall be detailed.
Regardless of this, all these definitions are correct.

Description of Management Function

Models
The POSLC Model.
The POSDC Model.
The Luther Gullick Model:
-This is a holistic model that gives an overview of all the
activities of managing a project.
-Planning, Organizing, Staffing, Directing, Co-ordination,
Reporting, Budgeting. (P.O.S.D.Co.R.B)

Task 1: Planning
Planning involves choosing tasks that must be performed to
attain organizational goals, outlining how the tasks must be
performed, and indicating when they should be performed.
Planning activity focuses on attaining goals. Managers outline
exactly what organizations should do to be successful.
Planning is concerned with the success of the organization in
the short term as well as in the long term.

Task 1: Planning
Clearly define Goals, Objectives and Policies.
To draft a Strategic Plan:
the line of action, to reach the goals.
SWOT (Strengths, Weaknesses, Opportunities and Threats)
Analysis .
establishes processes and sets performance standards, which
are used later in the measuring phase.
includes budgets, covering expenses, capital and human
resources.
Training plans and costs have to be included.
These plans also have to be communicated to all involved in
the project.
A good manager always anticipates & creates positive change.

Task 2: Organizing
Organizing can be thought of as assigning the tasks developed
in the planning stages, to various individuals or groups within
the organization. Organizing is to create a mechanism to put
plans into action.
People within the organization are given work assignments
that contribute to the companys goals.
Tasks are organized so that the output of each individual
contributes to the success of departments, which, in turn,
contributes to the success of divisions, which ultimately
contributes to the success of the organization.

Task 2: Organizing
Splitting up of the work into manageable tasks and allocation
to groups or individuals.
Ensure that tasks are coordinated and duplication is avoided.
Jobs and responsibilities need to be clearly defined (may be
difficult due to flexible boundaries and overlaps).
Teams established and Team Leaders appointed.

Understand the needs of their customers and ensure that

these are communicated to all.

Task 3: Integrating
The task that makes the manager see the complete picture.
To obtain accurate information on which decisions are based.
Risks must be taken, not avoided (risk management).

Set the direction, but be flexible enough to change if decision

proves to be wrong, or if circumstances change.
team members are in communication where their work affects
each other.
eventual goals are kept continually in front of the team

Task 4: Measuring
Taking stock of achievements and putting in corrective actions,
including process changes if necessary.
must be taken continually throughout the implementation
phase, not only at the end.
Items that need to be measured and controlled during the
project, include:

The costs, which include salaries and expenses,

The use of skills and specialized equipments,
Progress on the project, measured on a time-scale,
The quality of the product.

Measuring Techniques
formal weekly measuring charts.
the informal measures, a manager is continually making
throughout the day: MWA, (Management by Walking About),
The prime purpose of a measure is to record and provide feed
back, resulting in corrective action and process improvement.
Measurable targets for individuals may be used for growing
staff and rewarding them, and not for finding defects and
determining punishment

The Engineering Manager

Saying: Management is management; it does not matter
whether it is an Engineering department or a grocery shop.
Feeling: It requires common sense and nothing more.
Unfortunately, many engineers have no planning to take
management as a career, (just by promotion) and then a good
engineer may not be a good manager.
Managers must learn to work through other people.
Dual career ladder ?

Engineers vs Engineering Managers

1. Technical Considerations:
Management is creative and complex, as rules are not fixed
and environment continually changing.
Engineers working on technical projects want to be managed
by someone who can understand their technical problems.
Engineering managers have to get resources approved for
their projects.

2. The Time Factor

Engineering tasks require thought and time, e.g. a design
spread over months.
Engineering management requires the ability to shift rapidly
from one task to the next, from one person to another, often
in the space of a few minutes.
Managers are called upon to maintain an open door policy.
They cannot shut themselves away for any length of time.

Time Management.

3. The People Factor

An engineer is primarily concerned with tasks while an
engineering manager is concerned with people, whether they
are within ones direct control or not.
Engineers find this wasteful of time and would rather do
things themselves, something which the engineering manager
must never do.
Managers must delegate technical tasks.
Reviews and discussions with staff should not be limited to
tasks, but should cover personnel issues as well, such as
development.
A manager cannot poach staff from another department.
Engineering managers must plan for product failure and be
able to reorganize their team when it occurs.