ENGINEERING MANAGEMENT
College of Engineering
First Asia Institute of Technology and
Humanities
What is Engineering Management?
What
is Engineering?
What
is Management?
Why
Engineering Management?
What is Engineering?
The profession in which a
knowledge of the mathematical
and natural science gained by
study, experience, and practice is
applied with judgement to
develop ways to utilize,
economically, the materials and
forces of nature for the benefit of
mankind
(1979, US. Engineering societies).
What is Management?
A set of activities (including
planning and decision
making, organising, leading
and control) directed at an
organisations resources
(human, financial, physical
and informational) with the
aim of achieving
organisational goals in an
efficient and effective
manner.
(Griffin)
What is Engineering
Management?
Direct supervision of engineers and/or the engineering
function?
Application of quantitative methods and engineering
techniques to the practice of management?
What engineering managers do!
Management of technical functions
Management of (other) functions in a high-technology
enterprise
Typical Engineering Management Textbook
Historical Development of Engineering Management.
FUNCTIONS OF TECHNOLOGY MANAGEMENT.
Planning and Forecasting.
Decision Making.
Human Aspects of Organization.
Controlling.
MANAGING TECHNOLOGY THROUGH THE PRODUCT LIFE CYCLE.
Managing the Research Function.
Managing Engineering Design.
Planning and Managing Production Operations.
Engineers in Marketing and Service Activities.
MANAGING PROJECTS.
What is Engineering Management
Engineering Management is an art and science of
planning, organizing, staffing, directing, and
controlling work activities to attain and achieve
common goals and objective.
It is the field concerned with the application of
engineering principles to the planning and
operational management of industrial and
manufacturing operations.
It
is principally deals with the efficient and
effective use of the five human resources
namely, manpower, money, machines, materials,
and time as well as the proper, efficient and
effective utilization of these resources with
minimal cost and short period of time. If the cost
is more and the time is long in doing work
activities, it is not Engineering Management but
rather Mismanagement.
Basic Elements of
Engineering
Management
There are four basic
elements of Engineering
Management
1.
To forecast and plan
2.
To organize
3.
To command
4.
To coordinate
5.
To control
When
the five management functions are
applied to work activities of a project, we have
Project Management.
Project
Management is therefore, defined an as
art of science of planning, organizing, staffing,
directing, and controlling work activities of an
engineering project.
Fundamentals of Project Management Cycle
In doing work activities of a project, we deal with the five fundamentals of
Project Management Cycle. These are:
1.
Project predevelopment and screening
2.
Project development and design
3.
Project Appraisal, Negotiation, and Approval
4.
Project Implementation
5.
Project Evaluation and Recycling
Personalities in Engineering Management
There
are personalities in Management in general,
but only four personalities are mentioned whom
have contributed their best ideas in relation to
Engineering Management. The four persons referred
to are:
1.
Frederick Winslow Taylor (March
20, 1856March 21, 1915), widely
known as F. W. Taylor, was an
American mechanical engineer
who sought to improve industrial
efficiency. He is regarded as the
father of scientific management
and was one of the first
management consultants.
In 1911, Frederick Winslow Taylor published his work, The Principles of
Scientific Management, in which he described how the application of the
scientific method to the management of workers greatly could improve
productivity. Scientific management methods called for optimizing the way
that tasks were performed and simplifying the jobs enough so that workers
could be trained to perform their specialized sequence of motions in the one
"best" way.
2.
Henri Fayol (Istanbul, 29 July
1841Paris, 19 November 1925)
was a French mining engineer,
director of mines, and
management theorist, who
developed independent of the
theory of Scientific Management,
a general theory of business
administration also known as
Fayolism. He was one of the most
influential contributors to modern
concepts of management.
14 Principles of Management
as developed by
Henri Fayol
1.
Division of work: Reduces the span of attention or effort
for any one person or group. Develops practice or routine
and familiarity.
2.
Authority: "The right to give orders. Should not be
considered without reference to responsibility.
3.
Discipline: "Outward marks of respect in accordance with
formal or informal agreements between a firm and it's
employees."
4.
Unity of command: "One man one superior!"
5.
Unity of direction: "One head and One plan for a group of
activities with the same objective."
6.
Subordination of Individual Interests to the Common
Interest: "The interests of one individual or group should
not prevail over the general or common good." igalang ung
objective ng isang group.
7.
Remuneration of personnel: "Pay should be fair to both the
worker as well as the organization.profit sharing, reward
8.
Centralization: "Is always present to a greater or lesser
extent, depending on the size of the company and the
quality of its managers." level ang organization..wag utusan ung d aman ka level.
9.
Scalar chain: "The line of authority from top to bottom of
the organization."
10.
Order: "A place for everything and everything in its right
place; ie. the right man in the right place."
11.
Equity: "A combination of kindness and justice towards
employees." equality
12.
Stability of personnel tenure: "Employees need to be given
time to settle in to their jobs, even though this may be a
lengthy period in the case of some managers."
regularization
13.
Initiative: "Within the limits of authority and discipline, all
levels of staff should be encouraged to show initiative."
14.
Esprit de corps (Union is strength): "Harmony is a great
strength to an organization; teamwork should be
encouraged."the spirit of a group that makes the members
want the group to succeed
3.
Henry Laurence Gantt, A.B., M.E.
(1861 - 23 November 1919) was an
American mechanical engineer
and management consultant who
is most famous for developing the
Gantt chart in the 1910s.
.These
Gantt charts were employed
on major infrastructure projects
Interstate highway system and
continue to be an important tool
in project management.
Henry
Gantt worked as a teacher and draughtsman
before becoming a mechanical engineer. In 1887,
he joined Frederick W. Taylor in applying scientific
management principles to their work at Midvale
Steel and Bethlehem Steelworking there with
Taylor until 1893. In his later career as a
management consultantfollowing the invention of
the Gantt charthe also designed the 'task and
bonus' system of wage payment and additional
measurement methods worker efficiency and
productivity.
A Typical Example of Gantt
Chart
4.
Frank Bunker Gilbreth, Sr. (July 7, 1868 June 14, 1924) was an early advocate of
scientific management and a pioneer of
motion study, but is perhaps best known
as the father and central figure of
Cheaper by the Dozen.
. He
was a bricklayer, a building
contractor, and a management engineer.
He was a member of the ASME, the Taylor
Society, and a lecturer at Purdue
University. Frank died on June 14, 1924.
Thank You
So Much
