INTRODUCTION TO

ENGINEERING MANAGEMENT
(Module 1)
MANagement is…
• Getting things done through people.
• The process of achieving organizational
goals by engaging in the four major
functions of planning & decision-making,
organizing & staffing, directing/leading,
and controlling.
• Identifying a “force”/group of people
whose job is to direct the effort and
activities of other people towards a
common organizational objective.
Functions of Management
• Planning & Decision-Making
 Involves selecting goals and objectives, as well as the
actions to achieve them; it requires decision-making, that is
choosing the “best” from among alternatives.
• Organizing
 Involves establishing an intentional structure of roles for
people to fill in an organization.
 The process of allocating and arranging human and non-
human resources so that plans can be carried out
successfully.
• Staffing
 Involves filling, and keeping filled, the positions in the
organization structure.
 Process by which managers select, train, promotes, and
retires subordinate.
Also called organigram, or organogram

It shows:

-Organizational
Structure

- Relationships and
relative ranks of its
parts and
positions/jobs.
Functions of Management
• Directing/Leading
 Influencing people so that they will contribute to
organizational and group goals.

• Controlling
 Measuring and correcting individual and organizational
performance to ensure that events conform to plans

 The process of regulating organizational activities so that

actual performance conforms to expected organizational
standards.
Managerial Levels

Strategic Managers who are ultimately responsible

for the entire organization. Typical titles include
CEO, COO, CFO, “President”, “Executive Vice
TOP President”, “Executive Director”, “Senior Vice
President”, or “Vice President”.

Tactical Managers located beneath the top levels

of the hierarchy who are directly responsible for
MIDDLE the work of managers at lower levels. Titles
include “Manager”, “Director of”, “Chief”,
“Department Head”, and “Division Head”.

FIRST-LINE Operational Managers at the lowest level of

the hierarchy who are directly responsible for
the work of operating (non-managerial)
employees. Often have titles that include the
word “Supervisor”.
Managerial Functions and the
Organizational Hierarchy
Management Skills

• The cognitive ability to see the organization as a

Conceptual whole and the relationships among its parts.
Skill

• The ability to work with and through other people

Human Skill and to work effectively as a group member.

• The understanding of and proficiency in the

Technical performance of specific tasks.
Skill
Management Skills and Levels

Top Management

Conceptual
and design
skills
Middle
Management
Human
skills

Technical
skills

Supervisors Percentage of job

What Managers Actually Do?

• Unrelenting Pace
 Managers began working the moment they arrived at the office in the
morning and kept working until they left at night. (e.g. Rather than
taking coffee breaks they usually drank their coffee while they
attended meetings, lunches were almost eaten in the course of formal
of informal meetings.

• Brevity and Variety

 Managers handle a wide variety of issues throughout the day. (e.g.
Awarding a retirement plaque to discussing the bidding on a multi-
million-dollar contract.

• Verbal Contacts and Networks

 Managers show a strong preference for verbal communication and rely
heavily on networks. A network is a set of cooperative relationships
with individuals whose help is needed in order for a manager to
function effectively.
Do you really want to become a
manager?
• Here are some of the issues would-be
managers should consider before deciding
they want to pursue a management career:
• The increased workload.
– It isn’t unusual for managers to work 70-80 hours
per week, and some work even longer hours. A
manager’s job always starts before a shift and end
hours after the shift is over.
Do you really want to become a
manager? (cont’d)
• The challenge of supervising former peers.
– This issue can be one of the toughest for new
managers.
– They frequently struggle to find the right
approach, with some trying too hard to remain
“one of the gang”, and others asserting their
authority too harshly.
– In almost all cases, the translation from a peer-to-
peer relationship to a manager-to-subordinate
one is challenging and stressful.
Do you really want to become a
manager? (cont’d)
• The headache of responsibility for other people.
– A lot of people get into management because they
like the idea of having power, but the reality is
that many managers feel overwhelmed by the
responsibility of hiring, supervising, and
disciplining others.
Do you really want to become a
manager? (cont’d)
• Being caught in the middle.
– Except for those in the top echelons, managers
find themselves acting as a backstop, caught
between upper management and the workforce.
– Even when managers disagree with the decisions
of the top executives, they are responsible for
implementing them.
Other Management Aspects

• Characteristics of excellent and most admired

managers.

• Productivity, Effectiveness, and Efficiency.

• History/Evolution of Management Thought.

Excellent managers are/have

good communicator
acquire the skills of listening, speaking, reading, and writing
integrity
flexible “living it myself before leading others”
multi-tasker, imaginative and innovative

focused
try to see the “big picture” within the forest of details

committed
willing to do whatever it takes to attain organizational success

people-oriented
knows that people’s feelings are important
gratitude
“give credit where it is due”
Productivity, Effectiveness, and Efficiency
Productivity
- an index that measures output (goods and services) relative to
the input (labor, materials, energy, and other resources) used to
produce them.

Effectiveness
- the capability of producing an effect. (doing the "right" things)
- an output measure of task or goal accomplishment.
Efficiency
- a measure of how well a certain aspect is performing. (doing
the things “right”)
- an input measure of the resource costs associated with goal
accomplishment.
Productivity and the dimensions of
organizational performance.

18
Management Styles

• Administrators
Administrators look to company rules and
regulations for solving all problems. They live
by the book and are usually very good
employees. They show total loyalty to the
organization and have probably been with the
company for many years.

They are not good in resolving conflict, looking

to company rules for resolving these.
Management Styles

• Time Servers
These are generally older managers who have lost
interest in their job and environment, and are
marking time until retirement or moving to
another job.
They take all necessary action to avoid stress, and
maintain a low profile within the company.
They often consider themselves to be “father or
mother figures”.
Management Styles

• Climbers
These manager are driven by extreme personal
ambition and will sacrifice everything, including
self and family, to get to the top of the corporate
ladder.
They want to achieve and to be seen to have
achieved, especially by those in a superior
position.
Climbers will pursue personal advancement by fair
means or foul. However, they become
demotivated if this does not show quick results,
and this can eventually lead to stress.
Management Styles

• Generals
This is usually a younger person who exhibits lots of
energy.
The general likes to rule and manipulate power, but
is achievement oriented: power is used to get tasks
done.
Generals are sociable and mix well at all levels. They
usually get their way with peers by overwhelming,
although peers can resent this if it is done too often.
Status is important to generals, but for the luxury
associated with it, not as a symbol of seniority.
Management Styles

• Supporters
 Supporters maintain a balanced view about the world,
the organization, subordinates, and themselves.
 They are usually experience managers who are
knowledgeable in management techniques and apply
them where they can.
 The people working under them are highly motivated.
 Supporters’ personal technical knowledge is usually
lacking, but this compensated for by the support they
themselves receive from the specialists within their
department
 They tend to be loners and do not mix well with peers.
Management Styles

• Nice Guys
 These managers are usually weak-willed and are more
interested in being liked, by peers and subordinates, than
in achieving targets.
 They do not criticize their subordinates, even when they
are poor performers, and may in fact support too much, so
unconsciously retarding their development.
Management Styles

• Bosses
 Bosses are extremely inflexible and are often mistaken
for strong-minded people.
 Usually, they are only strong talkers, and hide behind
abusive language.
 They try to terrorize subordinates and peers, creating
conflict to emphasize their own power.
 Managers in the boss category are often brought into a
company to act as “Hatchet Men”.
 They are insecure in themselves and get security by
humiliating others in public.
Five Filipino Styles of Management

1. Managers by “Kayod”
 “Kayod” is a Filipino term which means “to sweat it out or to give oneself to hard
work”.
 This manager is action-hungry, highly dedicated, but his manners are rather formal
and that of an introvert.
 He is a serious worker and will not give in to bribing or any anomalous deals.
2. Managers by “Lusot”
 “Lusot” is another Filipino word which means “capitalizing on a loophole”.
 Thus, this manager will be always on the lookout for loophole of anything and will
use them to avoid too much work, or shortcuts and to do unconventional or even
illegal ways to attain objectives. Generally, an extrovert.
 He deals with people informally.
3. Managers by “Libro”
 “Libro” in English, book.
 This type of manger operates by the dictates of the book.
 What the manuals other formal documents say.
 He is systematic and analytical.
 He usually has adequate formal training in management.
Five Filipino Styles of Management
4. Managers by “Oido”
 This manager leaves his managerial skills by oido or by ear.
 He has a vast field of practical experiences to compensate for his lack of
formal management education.
 He is the opposite of the “Libro” manager.
5. Managers by “Ugnayan”
 He is a hybrid of all type of managers.
 Hence, he is one type of manager now, and different in another time,
depending on the situation.
 He is a gifted reconciler of all philosophers and beliefs held by various types
of managers.
 He integrates various styles of management depending on the need and
conditions of his organization.
 He is participatory and coordinative.
Reference : Management - A Global Perspective by Weihrich and Koontz 11th Edition
Management by Richard L. Daft, 8th Edition