Engineering

Management

MS-301 Engineering Management

Lecture By
Prof. Dr. Naseer Ahmed
Email: [email protected]

Department of Mechanical Engineering

CECOS University
Department of Mechanical Engineering
Management is
Getting things done through people.

MS-301 Engineering Management

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.
The performance of conceiving and achieving desired
results by means of group effort consisting of utilizing
resources, that will determine the success and failure of an
organization.

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Chinese proverb

If you are planning for one year plant

MS-301 Engineering Management

rice. If you are planning for ten years
plant trees. But if you are planning for 100
years plant people!

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Engineering Management is

The process of designing and maintaining an

MS-301 Engineering Management

environment in which, individuals, working
together in groups, efficiently accomplish
organizational goals/objectives.
Management applies to any kind of organization.
It applies to all managers at all organizational
levels.
Managing is concerned with productivity, which
implies effectiveness and efficiency.

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Functions of Management

Planning & Decision-Making

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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.

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Functions of Management

Staffing

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Involves filling, and keeping filled, the positions in
the organization structure.
Process by which managers select, train,
promotes, and retires subordinate.

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Functions of Management

Directing/Leading

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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
Facilitates the accomplishment of plans.
The process of regulating organizational activities
so that actual performance conforms to expected
organizational standards.

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Managerial functions and the
organizational hierarchy

MS-301 Engineering Management

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Managerial levels
Strategic Managers who are ultimately responsible for the

MS-301 Engineering Management

entire organization. Typical titles include CEO, President,
Executive Vice President, Executive Director, Senior
Vice President, or Vice President.
Tactical Managers located beneath the top levels of the
hierarchy who are directly responsible for the work of
managers at lower levels. Titles include Manager,
Director of, Chief, Department Head, and Division
Head.
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 Top
word Supervisor.
Middle

First line
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Managerial Skills

MS-301 Engineering Management

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 and to work effectively as a group member.
Skill

The understanding of and proficiency in the

Technical performance of specific tasks.
Skill

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Management Skills and levels

MS-301 Engineering Management

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What managers actually do

Unrelenting Pace

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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.
Variety, and Fragmentation
Managers handled a wide variety of issues
throughout the day. (e.g. Awarding a retirement
plaque to discussing the bidding on a multi-million-
dollar contract).

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What managers actually do

Verbal Contacts and Networks

MS-301 Engineering Management

Managers showed a strong preference for verbal
communication and relied 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.

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Do you really want to become a
manager?
Here are some of the issues would-be managers

MS-301 Engineering Management

should consider before deciding they want to
pursue a management career:
The increased workload.
It isnt unusual for managers to work 70-80 hours
per week, and some work even longer hours. A
managers job always starts before a shift and end
hours after the shift is over.

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Do you really want to become a
manager?
The challenge of supervising former peers.

MS-301 Engineering Management

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.

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Do you really want to become a
manager?
The headache of responsibility for other people.

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A lot of people get into management because like
the idea of having power, but the reality is that
many managers feel overwhelmed by the
responsibility of hiring, supervising, and
disciplining others.

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Do you really want to become a
manager?
Being caught in the middle.

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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.

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Excellent managers are/have

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good communicator
acquire the skills of listening, speaking, reading, and
writing
Flexible
multi-tasker, imaginative and
Integrity innovative
living it myself before leading
others gratitude
give credit where it is
due
committed
willing to do whatever it takes focused
attain organizational success try to see the big picture
within the forest of details
people-oriented
knows that peoples feelings are
important
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Other management aspects

Characteristics of excellent and most admired

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managers.

Productivity, Effectiveness, and Efficiency.

Managing Science or Art?

History/Evolution of Management Thought.

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Productivity, effectives and
efficiency
Productivity is an index that measures output

MS-301 Engineering Management

(goods and services) relative to the input (labor,
materials, energy, and other resources) used to
produce them.
Effectiveness means the capability of producing
an effect. (doing the "right" things)
Efficiency is a measure of how well a certain
aspect is performing. (doing the things right)

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Is Management a Science or an Art

Definitions according to Webster's College

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Dictionary:
Art skill in conducting any human activity
Science any skill or technique that reflects a
precise application of facts or a principle

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The evolution of management
theory
Began in the industrial revolution in the late 19th

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century as:
Managers of organizations began seeking ways to
better satisfy customer needs.
Large-scale mechanized manufacturing began to
adopt small-scale craft production in which goods
were produced.
Social problems were developed in the large
groups of workers employed under the factory
system.
Managers began to focus on increasing the
efficiency of the worker-task mix.

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The evolution of management
theory

MS-301 Engineering Management

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The evolution of management
theory
Adam Smith (18th century economist)

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Observed that firms manufactured pins in one of
two different ways:
Craft-style - each worker did all steps.
Production - each worker specialized in one step.
Realized that job specialization resulted in much
higher efficiency and productivity
Breaking down the total job allowed for the division
of labor in which workers became very skilled at
their specific tasks.

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The evolution of management
theory
Frederick Winslow Taylor

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Father "of Scientific Management (systematic
study of the relationships between people and
tasks for the purpose of redesigning the work
process for higher efficiency) in the late 1800s to
replace informal rule of thumb knowledge.
Taylor sought to reduce the time a worker spent
on each task by optimizing the way the task was
done.

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The evolution of management
theory
Taylors Four Principles of Scientific Management

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Scientifically study each part of a task and develop
the best method for performing it.
Carefully select workers and train them to perform
the task using the scientifically developed method.
Cooperate fully with workers to ensure that they use
the proper method.
Divide work and responsibility so that management
is responsible for planning work methods using
scientific principles and workers are responsible for
executing the work accordingly.

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The evolution of management
theory
Frank and Lillian Gilbreth

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Refined Taylors work and made many
improvements to the methodologies of time and
motion studies.
Time and motion studies
Breaking up each job action into its components.
Finding better ways to perform the action.
Reorganizing each job action to be more efficient.
Also studied worker-related fatigue problems
caused by lighting, heating, and the design of tools
and machines.

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The evolution of management
theory
Max Weber

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Developed the concept of bureaucracy as a formal
system of organization and administration
designed to ensure efficiency and effectiveness.

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The evolution of management
theory
Weber principal of bureaucracy

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The evolution of management
theory
Webers Five Principles of Bureaucracy

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Authority is the power to hold people accountable
for their actions.
Positions in the firm should be held based on
performance, not social contacts.
Position duties are clearly identified so that
people know what is expected of them.
Lines of authority should be clearly identified
such that workers know who reports to who.
Rules, standard operating procedures (SOPs),
and norms guide the firms operations.

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The evolution of management
theory
Henri Fayol

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Synthesized various tenets or principles of
organization and management
He published "The Principles of Scientific
Management" in the USA in 1911

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The evolution of management
theory
Fayols 14 Principles of Management

MS-301 Engineering Management

Division of work divide work into specialized
tasks and assign responsibilities to specific
individuals.
Authority delegate authority along with
responsibility.
Discipline make expectations clear and
sanction violations.
Unity of command each employee should be
assigned only to one supervisor.
Unity of direction employees efforts focused on
achieving organizational objectives.

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The evolution of management
theory
Subordination of individual interest to the general

MS-301 Engineering Management

interest the general interest must predominate.
Remuneration systematically reward efforts that
supports the organizations direction.
Centralization determine the relative
importance of superior and subordinate roles.
Scalar chain keep communications within the
chain of command.
Order order jobs and material so they support
the organizations direction.

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The evolution of management
theory
Equity managers should be kind and fair to

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their subordinates .
Stability of tenure management should provide
orderly personnel planning and ensure that
replacements are available to fill vacancies.
Initiative employees who are allowed to
originate and carry out plans will exert high levels
of effort .
Esprit de corps promoting team spirit will build
harmony and unity within the organization.

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Approaches to Management
Empirical or Case Approach

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Studies experience through cases.
Identifies successes and failures.
Contingency or Situational Approach
Managerial practice depends on circumstances (i.e., a contingency or
a situation).
Contingency theory recognizes the influence of given solutions on
organizational behaviour patterns.
Mathematical or Management Science Approach
Sees managing as mathematical processes, concepts, symbols, and
models.
Looks at management as a purely logical process, expressed in
mathematical symbols and relationships.
Decision Theory Approach
Focuses on the making of decisions, persons or groups making
decisions, and the decision-making process.
Some theorists use decision making as a springboard to study all
enterprise activities. The boundaries are no longer clearly defined.

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Approaches to Management
Re-engineering Approach

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Concerned with fundamental re-thinking, process analysis, radical re-
design, and dramatic results.
Systems Approach
Systems have boundaries, but they also interact with the external
environment; that means organization are open systems.
Recognizes the importance of studying interrelatedness of planning,
organizing, and controlling in an organization as well as in the many
subsystems.
Socio-technical Approach
Technical system has a great effect on the social system (personal
attitudes, group behavior).
Focuses on production, office operations, and other areas with close
relationships between the technical system and people.

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Approaches to Management
Group Behavior Approach

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Emphasizes behavior of people in groups.
Based on sociology and social psychology.
Primarily studies group behavior patterns.
The study of large groups is often called organizational behavior.
Interpersonal Behavior Approach
Focuses on interpersonal behavior, human relations, leadership, and
motivation.
Based on individual psychology.
Cooperative Social Systems Approach
Concerned with both interpersonal and group behavioral aspects
leading to a system of cooperation.
Expanded concept includes any cooperative group with a clear
purpose.

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Approaches to Management
McKinseys 7-S Framework

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The seven Ss are (1) strategy, (2) structure, (3) systems, (4) style, (5)
staff, (6) shared values, and (7) skills.
Total Quality Management Approach
Focuses on providing dependable, satisfying products and services
(Deming) or products or services that are fit for use (Juran), as well as
conforming to its quality requirements (Crosby).
Management Process or Operational Approach
Draws together concepts, principles, techniques, and knowledge from
other fields and managerial approaches.
Managerial Roles Approach
Original study consisted of observations of five chief executives.
On the basis of this study, ten managerial roles were identified and
grouped into interpersonal, informational, and decision roles.

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The managerial role approach

Managerial Roles

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1.Interpersonal Roles grow directly out of the
authority of a managers position and involve
developing and maintaining positive relationships with
significant others.

2. Informational Roles pertain to receiving and

transmitting information so that manager can serve
as the nerve centres of their organizational units.

3. Decisional Roles involve making significant

decisions that affect the organization.

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Specific Managerial Roles

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Specific Managerial Roles

MS-301 Engineering Management

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Specific Managerial Roles

MS-301 Engineering Management

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Management Styles
Administrators

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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.
Administrators are usually not very good communicators,
using the official company channels for all communications,
which are often limited to one level upwards and downwards.
They are not good in resolving conflict, looking to company
rules for resolving these. In spite of their rather mechanistic
approach.
They are generally respected by their staff, and by peers, for
their organizational loyalty and knowledge.

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Management Styles
Time Servers

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These are generally older mangers 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.
Although these mangers are not generally lazy, their low motivation
means that they do the minimum amount of work needed to hold
down a job.
Decisions are avoided since they could lead to mistakes.
Personal status is very important to them.
Time servers usually have good management experience, and if
motivated can become a very valuable asset to the organization.
They often consider themselves to be father or mother figures.
They understand people and can build an effective team if they try.
They recognize achievements in others and are ready to acknowledge
them.

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Management Styles
Climbers

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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.
Self interests come before those of the organization, and
peers will be fought in order to gain an advantage and to build
an empire.
Status is important but only as a sign of seniority.

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Management Styles
Generals

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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 work extremely hard, driving themselves and those
around them.
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.
They are strong-willed individuals, often with the same
characteristics as a self-made entrepreneurs.
Usually they are optimistic about the future, sometimes
wrongly.

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Management Styles
Supporters

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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.
Supporters work through people in achieving their aims.
They are good at delegation and develop their subordinates by giving
them responsibility.
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.
Supporters are good facilitators and are very good in managing
change.
They recognize achievement and reward it.
They tend to be loners and do not mix well with peers.
This means that they can often miss out on information from the
grapevine, so that they are not always well-briefed on organizational
matters.
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Management Styles
Nice Guys

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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.

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Management Styles
Bosses

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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.
In the short-term, they can show results, but in long-term they
are very destructive, causing more harm than good.
They are insecure in themselves and get security by
humiliating others in public.
They advance by pointing out the mistakes of others, and not
by their own achievements.

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Assignment No. 1

Write the characteristics of your dream manager

MS-301 Engineering Management

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