ENGINEERING

MANAGEMENT
Ch.E-404: ENGINEERING MANAGEMENT

• Credit Hours: 3+0 = 3

COURSE OUTLINE:
• Resources and management processes;
• Environment of engineering organization and managers;
• Social, Ethical, Global and Multicultural environment;
• Elements of planning and decision making;
• Decision making and their types;
• Managing strategy and strategic planning;
• Elements of an organization.
• Organization design, change and innovation;
 COURSE OUTLINE ( CONT…)

• Human resource management;

• Managing motivation and performance;
• Managing work groups and teams;
• Organizational communication and
interpersonal relations in engineering
organizations;
• Types of control;
• Managing operation, quality and productivity
of an engineering organization.
 RECOMMENDED BOOKS

Some of the books directly or indirectly concerned with engineering and technology
management are as follows:

•Babcock, D. L., Managing Engineering and Technology, Upper Saddle

River, NJ: Prentice Hall, 1996.

•Badaway, M. K., Developing Managerial Skills in Engineers and Scientists, New York: Van
Nostrand Reinhold, 1995.

•Cronstedt, V., Engineering Management and Administration, New

York: McGraw-Hill, 1961.

• Dhillon, B. S., Engineering Management, Lancaster, PA: Technomic Publishing Company, 1987.

• Dorf, R. (ed.), The Technology Management Handbook, Boca Raton,FL: CRC Press LCC, 1999.
 RECOMMENDED BOOKS (CONT…)

• Gaynor, G. H. (ed.), Handbook of Technology Management, New

York: McGraw-Hill, 1996.

• Hicks, T. G., Successful Engineering Management, New York:

McGraw-Hill, 1966.

• Khalil, T. M., Management of Technology, New York: McGraw-

Hill,2000.

• Lanigan, M., Engineers in Business, Reading, MA: Addison-Wesley,1992

• Mazda, F. F., Engineering Management, Reading, MA: Addison-Wesley,

1998.
• Shainis, M. J., Engineering Management,
Columbus, OH: Battelle Press, 1995.

• Shannon, R. E., Engineering Management, New

York: John Wiley and Sons, 1980.

• Ullman, J. E. (ed.), Handbook of Engineering

Management, New York: John Wiley and Sons,
1986.
 MANAGEMENT
“Supplying knowledge to find out how existing
knowledge can best be applied to produce results.
But knowledge is now also being applied
systematically and purposefully to determine what
new knowledge is needed, whether it is feasible, and
what has to be done to make knowledge effective. It
is being applied, in other words, to systematic
innovation.”
(Drucker, 1993)
 ENGINEERING MANAGEMENT

• What is Engineering? • What is Management?

– The profession in which a – A set of activities

knowledge of the (including planning and
mathematical and natural decision making,
science gained by study, organising, leading and
experience, and practice control) directed at an
is applied with judgement organisation’s resources
to develop ways to utilize, (human, financial, physical
economically, the and informational) with the
materials and forces of aim of achieving
nature for the benefit of organisational goals in an
mankind efficient and effective
manner.
(1979, US. Engineering (Griffin)
societies).
 ENGINEERING MANAGEMENT

• Engineering Management is a specialized form of management that is

required to successfully lead engineering or technical personnel and
projects.

• Management of technical functions

• Direct supervision of engineers and/or the engineering function

• Engineering managers typically require training and experience in both

general management and the specific engineering disciplines that will be
used by the engineering team to be managed
WHY ENGINEERS NEED MANAGEMENT?

• BS Engineering programs emphasize

technical competency
• Engineers do many non-technical
tasks
• Engineering and management have
very little in common
• Education can help ease the transition
 WHY ENGINEERS NEED MANAGEMENT?
(CONT….)
There is a growing need for engineers who
• can see the big picture,
• effectively interact and communicate with people,
• thrive on ambiguity,
• effectively work in teams, and
• apply critical thinking skills to solve real-world problems.

Engineering Management develops leaders who have these skills

and are comfortable with the language and methods of
engineering, business, and technology.
 WHY ENGINEERS NEED MANAGEMENT?
(CONT….)
• Successful Projects
• Done by a group of people with good
– Organization, communication
– Leadership, motivation, influence
– Focus on a goal
– Decision making, problem solving
 WHY ENGINEERS NEED MANAGEMENT?
(CONT….)

• In modern society, we are specialists

– We have expertise in a very narrow area
– We rely on others for everything else
– Relationships enable success
• Your ability to deal with people determines
your success as a manager
• Put people first, technology
• second.
WHY ENGINEERS NEED MANAGEMENT?
(CONT….)
• Emotion and intelligence are connected,
not opposites
• Emotions affect thinking, reasoning,
judgment, actions
• Emotional IQ may be more important than
traditional IQ in success
• Engineers usually have low
emotional IQ.
 Why People Seem Difficult
• Technical systems, although complex,
obey logical rules and/or laws
• Individual people are more complex and
follow no set rules
• A system of multiple people is incredibly
complex and unpredictable
 Personality Types

• Myers-Briggs Type Indicator

– Extrovert/Introvert (external/internal)
– Sensing/iNtuitive (concrete/abstract)
– Thinking/Feeling
– Judging/Perceiving (planned/spontaneous)
 Uses of Personality Typing

• Person-job match
• Identify areas for development
• Anticipating and resolving conflict
• Promoting diversity
 Behavioral Tendencies

• People tend to do what is best for

themselves
• People want to avoid looking bad
• People tend to go with the crowd
• People make communication
challenging
• People are imperfect
• People are complex and hard to predict
• Systems of people are difficult to
manage
• Knowing about personality types and
behavioral tendencies (raising your
Emotional IQ) can help you be a better
manager
• Most engineers have a long way to go
 ACTIVITY
SKILLS INVENTORY
Below is a list of five broad skill areas which are
divided into more specific skills. Review the list
and identify the skills you possess. You have to
rate the skills indicating your ability in each area.
Suggested rating scale:
• 1. strong ability
• 2. some ability
• 3. enough ability to get by with help from others
 A: COMMUNICATION
the skillful expression, transmission and interpretation of
knowledge and ideas.
• Speaking effectively
• Writing concisely
• Listening attentively
• Expressing ideas
• Facilitating group discussion
• Providing appropriate feedback
• Negotiating
• Perceiving nonverbal messages
• Persuading
• Reporting information
• Describing feelings
• Interviewing
• Editing
 B : RESEA R CH & PLAN N IN G

the search for specific knowledge and the ability to conceptualize

future needs and solutions for meeting those needs
• Forecasting, predicting
• Creating ideas
• Identifying problems
• Imagining alternatives
• Identifying resources
• Gathering information
• Solving problems
• Setting goals
• Extracting important information
• Defining needs
• Analyzing
• Developing evaluation strategies
 C: HUMAN RELATIONS

• the use of interpersonal skills for resolving conflict, relating to and helping
people.

• Developing rapport
• Being sensitive
• Listening
• Conveying feelings
• Providing support for others
• Motivating
• Sharing credit
• Counseling
• Cooperating
• Delegating with respect
• Representing others
• Perceiving feelings, situations
• Asserting
 D: ORGANIZATION, MANAGEMENT &
LEADERSHIP

• the ability to supervise, direct and guide individuals and groups in

the completion of tasks and fulfillment of goals.

• Initiating new ideas

• Handling details
• Coordinating tasks
• Managing groups
• Delegating responsibility
• Teaching
• Coaching
• Counseling
• Promoting change
• Selling ideas or products
• Decision making with others
• Managing conflict
 E: WORK SURVIVAL

• the day-to-day skills which assist in promoting effective production and

work satisfaction.

• Implementing decisions
• Cooperating
• Enforcing policies
• Being punctual
• Managing time
• Attending to detail
• Meeting goals
• Enlisting help
• Accepting responsibility
• Setting and meeting deadlines
• Organizing
• Making decisions
 
 ASSIGNMENT
• Online Assessments
• Personal Style Inventory
• Skills Inventory

• http://www.d.umn.edu/careers/services/assess
ments.html