ENGINEERING

MANAGEMENT
IE 256
Eng. Ahmed Bakhsh
 Course Outline

Understanding
Principles of Engineering Management
Applications of these Principles in Engineering Organizations
Learning
The importance of management to engineers,
Various forms and functions of organizations
Operation and Quality Management
Planning
Project Management
Engineering and Management

What is an Engineer?

Ingenium: Talent, natural capacity, or clever

invention.

Early applications of Clever Inventions

based on Military

Builders of Ingenious military machines??

Engineering and Management

The first issue (1866) of the English

Journal Engineering

The art of directing the great sources of power

in nature, for the use and convenience of man.

Is it an art or profession?
Engineering and Management

Modern Definition of Engineering

By ABET (Accrediting Board for
Engineering and Technology)
The profession in which a knowledge of the mathematical and natural
sciences gained by study, experience, and practice is applied with
judgment to develop ways to utilize, economically, the materials and
forces of the nature for the benefit of mankind.

Engineer: A person applying his mathematical and science

knowledge properly for mankind

It is a discipline not an art.

Engineering and Management

What is a system?

.
Interrelated components which come together for some purposes.

interface Interrelations
inputs Purpose
Components
Outputs
Boundary

constraints Environment
Engineering and Management

What is Management?
• Directing the actions of a group to achieve a goal in
most efficient manner
• Getting things done through people

• Process of achieving organizational goals by working

with and through people and organizational resources
Engineering and Management

Management Levels

Top-level management
(president, executive vice president)

Middle managers
(chief engineer, division head etc.)
First-line managers
(foreman, supervisor, section chief)
Engineering and Management
Level Type of Job
• Directly supervise non-managers.
• Carry out the plans and objectives of higher management using
the personnel and other resources assigned to them.
First-line Managers • Short-range operating plans controlling what will be done
tomorrow or next week, assign tasks to their workers, supervise
the work that is done, and evaluate the performance of individual
workers.
• Manage through other managers.
• Make plans of intermediate range to achieve the long-range goals
set by top management, establish departmental policies, and
evaluate the performance of subordinate work units and their
Middle Management managers.
• Provide and integrating and coordinating function so that the
short-range decisions and activities of first-line supervisory
groups can be orchestrated toward achievement of the long-range
goals of the enterprise.
• Responsible for defining the character, mission, and objectives of
the enterprise.
• Establish criteria for and review long-range plans.
Top Management
• Evaluate the performance of major departments, and they evaluate
leading management personnel to gauge their readiness for
promotion to key executive positions.
Engineering and Management

Managerial Skills:

Managers need three types of skills:

Technical: Specific subject related skills such as engineering,

accounting, etc…

Interpersonal:
Skills related to dealing with others and leading,
motivating, or controlling them

Conceptual:Ability to discern the critical factors that will determin

as organization’s success or failure.
Ability to see the forest in spite of the trees.
Engineering and Management

Managerial Level
Lowest Middle Top

k i ll s
i ca l S
ec h n
T
ki l l s
n al S
rp e r so
Inte
k i ll s
a l S
ce p tu
Con
Engineering and Management

Managerial Roles (What Managers Do)

• Interpersonal roles

• Informational Roles

• Decisional Roles
Engineering and Management

Managerial Roles (What Managers Do)

• Interpersonal roles
Outward
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Horizontal

Downward
Engineering and Management

Managerial Roles (What Managers Do)

• Informational Roles
Monitor Role: Collects information about internal
operations and external events.

Disseminator Role: Transforms information

internally to everybody in organization (like a
telephone switchboard)

Spokesman Role: Public relations

Engineering and Management

Managerial Roles (What Managers Do)

• Decisional Roles
Entrepreneurial Role: Initiates changes, assumes
risks, transforms ideas into useful products.

Disturbance Handler Role: Deals with unforeseen

problems and crisis.

Resource Allocator Role: Distributing resources

Negotiator Role: Bargains with suppliers, customers

etc. in favor of enterprise
Engineering and Management
Functions of Managers
•Planning: Selecting missions and objectives.
Requires decision making.

•Organizing: Establishing the structure for the

objective.

•Staffing: Keeping filled the organization structure

•Directing: Influencing people to achieve the

objective

•Controlling: Measuring and correcting the activities

Engineering and Management

Management: Is it an art or science?

Management has a body of specialized knowledge.

This knowledge need not to be obtained in formal
disciplined programs.

Somewhere between art and science.

Engineering Management (Discipline + art)

Somewhere between art and science.
Engineering and Management

What is Engineering Management?

Narrow definition: Directing supervision of

engineers or of engineering functions.

Proper Definition of Engineering Manager:

Engineer possessing both abilities to apply
engineering principles and skills in organizing and
directing people and projects.
Engineering and Management

Why Engineering Managers?

Competition is global and companies need these people

to compete successfully
Engineering and Management

Advantages of Understanding Technology in Top

Management
• Really understanding the business
• Understanding technology driving the business
today and technology that will change the business
in future
• Treating Research and Development as investment
not an expense to be minimized
• Spending more time on strategic thinking
• Dedicating a customer’s problem (true marketing
via customer relations)
• Place a premium on innovation
Engineering and Management

Management & Engineering Career

Engineering Management

Production Plant & industrial engineering

and operations
management
project
Engineering

Marketing Advanced
Accounting design
Finance and research
Economics
Administration

Business Engineering