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Emgt Notes

The document covers key concepts in engineering management, including the definition and functions of management, levels of management, and essential skills. It discusses strategic planning stages, management theories evolution, leadership styles, and control systems in engineering management. Recommendations for businesses and challenges in leadership and control are also highlighted.

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Paulo Loria
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3 views

Emgt Notes

The document covers key concepts in engineering management, including the definition and functions of management, levels of management, and essential skills. It discusses strategic planning stages, management theories evolution, leadership styles, and control systems in engineering management. Recommendations for businesses and challenges in leadership and control are also highlighted.

Uploaded by

Paulo Loria
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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EMGT Notes

1. EMGT - Reporting (Final)

Topic: Management and Its Functions

 Definition: Management involves directing actions to achieve goals efficiently


through people and resources.
 Levels of Management:
o Top-level: Defines mission, objectives, and evaluates departments.
o Middle-level: Plans strategies, integrates first-line managers.
o First-line: Supervises workers, assigns tasks, and evaluates performance.
 Management Skills:
o Conceptual (big-picture thinking),
o Human (teamwork and interpersonal skills),
o Technical (task-specific knowledge).
 Functions of Management:
o Planning & Decision-Making: Setting objectives, choosing actions.
o Organizing: Allocating roles/resources for execution.
o Staffing: Hiring, training, and managing employees.
o Leading: Motivating and directing teams.
o Controlling: Monitoring and correcting performance.

2. EMGT - Report (Strategic Planning in Engineering Management)

Topic: Planning in Engineering Management

 Definition: Provides direction, reduces uncertainty, and establishes long-term


objectives.
 Strategic Planning Stages:
o Define Mission & Vision (purpose and aspirations).
o Conduct SWOT, PEST, and Porter’s Five Forces Analysis to assess market
and industry conditions.
o Set SMART goals aligned with company vision.
o Develop Strategy Formulation and Implementation Plan (budget, KPIs).
 Strategy Formulation Tools:
o SWOT Analysis: Identifies strengths, weaknesses, opportunities, threats.
o PEST Analysis: Evaluates Political, Economic, Social, and Technological
factors.
o Porter’s Five Forces: Analyzes industry competition, supplier/buyer power,
new entrants, and substitute threats.
 Recommendations for Businesses:
o Expand product lines, improve digital presence, diversify suppliers, and
monitor trends.
3. Automotive Mechanical Engineering Management (Management Theories)

Topic: Evolution of Management Theories

 Classical Theories:
o Scientific Management (Taylor): Focus on efficiency, time-motion studies.
o Administrative Management (Fayol): Introduced key managerial principles.
o Bureaucratic Management (Weber): Emphasized structure, hierarchy, and
rules.
 Behavioral Theories:
o Human Relations Movement (Mayo): Highlighted teamwork and
motivation.
o Maslow’s Hierarchy of Needs: Explained human motivation levels.
 Contemporary Theories:
o Systems Theory: Organizations as interconnected systems.
o Contingency Theory: No one-size-fits-all approach; leadership adapts to the
situation.
o TQM (Total Quality Management): Focus on continuous improvement and
customer satisfaction.
 Modern Theories:
o Lean Management: Reducing waste, improving efficiency.
o Agile Management: Flexible, fast-paced decision-making.
o Transformational Leadership: Inspiring and motivating teams for
innovation.

4. Leading (Group 7)

Topic: Leadership in Engineering Management

 Leadership vs. Management: Leadership involves guiding and inspiring, while


management focuses on organizing and executing plans.
 Leadership Across Cultures:
o Authoritative Leadership: Strong direction, common in China, Russia.
o Participative Leadership: Team-based decision-making, seen in Japan,
Sweden.
o Paternalistic Leadership: Authority with care, common in Latin America,
Middle East.
o Transformational Leadership: Innovation-driven, popular in tech industries.
 Challenges in Engineering Leadership:
o Managing diverse cultures, trust-building, handling different work ethics.
o Best Practices: Cultural intelligence, effective communication, diversity
inclusion.
 Sources of Power:
o Legitimate (authority), Reward (incentives), Coercive (punishments),
Expert (knowledge-based), Referent (charisma), Informational (access to
data).
 Leadership Models:
o Trait Model: Leaders born with key characteristics (confidence, intelligence).
o Behavioral Model: Leadership is about learned actions (task vs. people
focus).
o Situational Leadership: Adapts to team maturity and skill level.
o Transformational Leadership: Inspires innovation.
o Transactional Leadership: Reward/punishment-based.
o Servant Leadership: Focuses on team well-being.
o Laissez-Faire Leadership: Hands-off approach for self-directed teams.
 Types of Leaders: Autocratic, Democratic, Visionary, Charismatic, Bureaucratic, etc.

5. Controlling in Engineering Management (Group 7)

Topic: Control Systems in Engineering Management

 Definition: Monitoring and regulating activities to meet goals efficiently.


 Key Aspects of Controlling:
1. Setting Standards: Defining performance benchmarks.
2. Measuring Performance: Using KPIs, benchmarking, and quality control.
3. Comparing Performance to Standards: Identifying deviations.
4. Taking Corrective Action: Fixing issues through structured steps.
 Types of Control Systems:

o Preliminary (Feedforward): Preventing issues before execution.


o Concurrent (Real-Time): Monitoring ongoing projects.
o Feedback (Post-Execution): Analyzing and adjusting after completion.

 Strategic Control Systems:

o Financial Ratio Analysis: Evaluating liquidity, efficiency, leverage, and


profitability.
o Performance Tracking: Reducing waste, improving accountability.
o Quality Control (Six Sigma): Eliminating defects in engineering.

 Challenges in Control: Employee dissatisfaction, regulatory compliance, cost


overruns.
 Importance of Control in Engineering:

o Increases efficiency, safety, cost management, and product quality.

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