Introduction to

Engineering
management
CHAPTER

1
 1–
In this chapter, the student will learn the following:
2
Who Are Managers?
• Explain how managers differ from non-managerial employees.
• Describe how to classify managers in organizations.
What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.
What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how the
importance of these skills changes depending on managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Explain why customer service and innovation are important to the
manager’s job.
 1–
Continuation: 3

What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.

Why Study Management?

• Explain the universality of management concept.
• Discuss
why an understanding of management is
important.
• Describe
the rewards and challenges of being a
manager.
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What is Engineering 4
Management?
 Engineering Management is a specialized form of management
that is required to successfully lead engineering or technical
personnel and projects. The term can be used to describe either
functional management or project management.

 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.

 The successful engineering manager must have the skills

necessary to coach, mentor and motivate technical
professionals, which are often very different from those that are
required for individuals in other fields.
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Classifying Managers 5

 First-line Managers
 Individuals who manage the work of non-
managerial employees.
 Middle Managers
 Individuals who manage the work of first-line
managers.
 Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
 1–
Who Are Managers? 6

 Manager
 Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.
 1–
Exhibit 1–1 Managerial Levels 7
What Is Management?
 Managerial Concerns
 Efficiency
 “Doing things right”
 Getting the most output for
the least inputs

 Effectiveness
 “Doing the right things”
 Attaining organizational goals

1–8
 1–
Exhibit 1–2 Effectiveness and Efficiency in Management 9
 1–
What Do Managers Do? 10

 Functional Approach
 Planning
 Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
 Organizing
 Arranging and structuring work to accomplish
organizational goals.
 Leading
 Working with and through people to accomplish
goals.
 Controlling
 Monitoring, comparing, and correcting work.
Exhibit 1–3 Management Functions
1–
11
 1–
What Do Managers Do? 12
(cont’d)
 Management Roles Approach
(Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Disturbance handler, resource
allocator, negotiator
 1–
What Managers Actually 13

Do (Mintzberg)
 Interaction
 with others
 with the organization
 with the external context of
the organization
 Reflection
 thoughtful thinking
 Action
 practical doing
 1–
What Do Managers Do? 14

(cont’d)
 Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization
 1–
Exhibit 1–5 Skills Needed at Different Management Levels 15
 1–
Exhibit 1–6 Conceptual Skills 16
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
 1–
Exhibit 1–6 Communication Skills 17
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
 1–
Exhibit 1–6 Effectiveness Skills 18
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
 1–
Exhibit 1–6 Effectiveness Skills (cont’d) 19
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
 1–
Exhibit 1–6 Interpersonal Skills (cont’d) 20
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
Exhibit 1–7
1–
Management Skills and Management Function Matrix
21
 1–
How The Manager’s Job Is 22

Changing
 The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of
all managers and employees.
 Consistent high quality customer service is essential for
survival.

 Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware
of and act on opportunities for innovation.
Exhibit 1–8
1–
23
the Manager’s
JobChanges
Impacting
 1–
What Is An Organization? 24

 An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals
independently could not accomplish alone).
 Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
 1–
Exhibit 1–9 Characteristics of Organizations 25
Exhibit 1–10 The Changing Organization
1–
26
 1–
Why Study Management? 27

 The Value of Studying Management

 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and
creative opportunities for meaningful and fulfilling
work.
 Successful managers receive significant monetary
rewards for their efforts.
 1–
Exhibit 1–11 Universal Need for Management 28
Exhibit 1–12 Rewards and Challenges of Being A Manager
1–
29
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Assgt. #1 30

 Interview at least 3 managers about the

challenges and rewards of being a manager.

 Write his/her name, position, year/s in position,

company (optional)

 Submission is on ________________