ENGINEERING MANAGEMENT

PRELIMINARY

1. Introduction to Engineering
Management
1.1. Management and Organizations
1.2. Historical Development of
Management Theory and
Practices
1.3. Understanding Managements
Context: Constraints and
Challenges
2. Integrative Managerial Issues
2.1. Managing in a Global
Environment
2.2. Managing Social Responsibility
and Ethics
2.3. Managing Change and Innovation

3. Decision Making

MIDTERM

4. Functions of Management
4.1. Planning/Coordinating
4.1.1. Foundations of Planning
4.1.2. Strategic Management
4.1.3. Planning Tools and
Techniques
4.2. Organizing
4.2.1. Basic Organizational
Designs
4.2.2. Adaptive Organizational
Designs
4.3. Staffing
4.3.1. Managing Human
Resources
4.3.2. Managing Teams
4.4. Communicating
4.5. Motivating

FINAL

4. Functions of Management
(continuation)
4.6. Leading
4.6.1. Understanding Individual
Behavior
4.6.2. Managers as Leaders
4.7. Controlling
5. Managing Product and Service
Operations
6. Managing the Marketing Function
7. Managing the Finance Function

HOLY ANGEL UNIVERSITY

College of Engineering and Architecture
Department of Industrial Engineering
Course Title:

ENGINEERING MANAGEMENT

Course Credit:

Three (3) units

Pre-requisites:

Third Year Standing

Subject Code: ESENMGT

Year Level: Third (3rd) / Fourth
(4th) / Fifth (5th)
Course Calendar:
First / Second Semester

Course Description:
Decision-making; the functions of management; managing production and service operations; managing the marketing
function; and managing the finance function.
Program Outcomes/Major Competencies (PO): A graduate of Engineering must attain:
a) an ability to apply knowledge of mathematics, physical sciences, engineering sciences to the practice of
engineering;
b) an ability to design and conduct experiments to test hypotheses and verify assumptions, as well as to analyze and
interpret data and to simulate processes;
c) an ability to design, improve, innovate, and to supervise systems or processes to meet desired needs within
realistic constraints;
d) an aptitude to work effectively and efficiently in multi-disciplinary and multi-cultural teams in diverse fields of
practice;
e) an instinctive skill to identify, formulate, and solve engineering problems;
f) an understanding and respect of the professional and ethical responsibility;
g) an understanding of the effects and impact of the engineering profession on the environment and the society, as
well as the social and ethical responsibilities of the profession;
h) an achievement of a specialized knowledge in at least one field of engineering practice, and the ability to apply
such knowledge to provide solutions to actual problems;
i) an ability for effective oral and written communications particularly in the English language;
j) an ability to engage in life-long learning and to consistently aspire in the development in a specific field of
specialization;

k)
l)
m)
n)

an ability to use the appropriate techniques, skills and tools necessary for the practice of engineering;
a knowledge and active participation on contemporary issues;
an ability to apply acquired engineering knowledge and skills for national development; and
a holistic involvement in community development and Christian living.

Course Outcomes/Objectives (CO):

PO Code Link(s)
f
g h i
x x
x
x x
x
x x
x

a b c d e
j
k l
m n
1) Understand the field of engineering management
x
x x
x x x x
2) Know and apply the different functions of management
x
x x
x x x X
3) Explain key concepts on the fundamental managerial
x
x x
x x x X
functions planning, organizing, staffing, leading and
controlling in the context of a technical environment
that characterizes most engineering places of work.
4) Explain how management principles apply in an
x
x x x x
x x x x x
engineering or technical work environment.
5) Apply the skills and knowledge acquired in solving case x
x x x x
x x x x x
problems.
Values Objectives:
Recognize the professional, social, ethical and environmental responsibility of an engineer in management.
Apply knowledge learned as expressed by them becoming effective and efficient in their personal and professional
lives.

Course References:
A. Basic Readings
1. Robbins, S. & Coulter, M. (2009). Management. Pearson Prentice Hall International: NJ
B. Extended Readings (Books, Journals)
2. Chang, C. (2005). Engineering management: Challenges in the new millenium. Pearson Education: NJ
3. Schermerhorn, J. (2005). Management. John Wiley: NY
4. Kotler, P. (2012). Marketing management. Prentice Hall: Boston

C. Web References
5. HAU Books 24x7:
6. Yahoo Groups:

COURSE ORGANIZATION
Time
Frame

Hours
7

Week
1-3

Specific Objectives
(Learning
Competencies)

Explain why
managers are
important to
organizations.
Describe the
functions, roles,
and skills of
managers.
Describe the
factors that are
reshaping and
redefining the
managers job.
Explain the
value of
studying
management.
Describe some
early
management
examples.
Contrast the
actions of
managers
according to the
omnipotent and
symbolic views.

CO
Code
Link

Course Outline

1,2,4,5

Introduction to
Engineering
Management
Management and
Organizations
What do
managers do?
Why study
management?
Historical
Development of
Management Theory
and Practices
Early
Management
Classical
Approach
Behavioral
Approach
Quantitative
Approach
Contemporary
Approaches
Understanding
Managements
Context: Constraints

Teaching & Learning

Activities
(Student
Activities/Outcomes)
Readings
Lecture/Discussion
Team Games

Assessment Tools
(Outcomes-Based)
Assignment
Recitation
Quiz
Case Studies

Resources
1,2,3,6

and Challenges
The Manager:
Omnipotent or
Symbolic?
External
Environment
Organizational
Culture
8
Week
3-5

Contrast
ethnocentric,
polycentric, and
geocentric
attitudes toward
global business.
Discuss what it
means to be
socially
responsible and
what factors
influence that
decision.
Explain green
management
and how
organizations
can go green.
Discuss the
factors that lead
to ethical and

1,2,4,5

Integrative
Readings
Managerial Issues
Lecture/Discussion
Managing in a
Team Games
Global Environment
Understanding
the Global
Environment
Doing Business
Globally
Managing in a
Global
Environment
Managing Social
Responsibility and
Ethics
What is Social
responsibility?
Green
Management and
Sustainability

Recitation
Quiz
Case Studies

1,2,3,6

3
Week
6

unethical
behavior.
Compare and
contrast views
on the change
process.
Explain how to
manage
resistance to
change

Describe the
eight steps in
the decisionmaking process.
Explain the four
ways managers
make decisions.

Managers and
Ethical Behavior
Encouraging
Ethical Behavior
Social
Responsibility
and Ethics
Issues
Managing Change
and Innovation
The Change
Process
Types of
Organizational
Changes
Managing
Resistance to
Change
Contemporary
Issues in
Managing
Change
Stimulating
Innovation

1,2,3,4
Decision Making
,5 Manager as Decision
Makers
The Decision-Making
Process
Managers Making
Decisions

Readings
Lecture/Discussion
Team Games

Assignment
Recitation
Exam
Case Studies

1,2,3,6

6
Week
7-8

Classify
decisions and
decision making
conditions.
Describe
different
decision-making
styles and
discuss how
biases affect
decision
making.
Identify effective
decision-making
techniques.

Define the
nature and
purposes of
planning.
Classify the
types of goals
organizations
might have and
the plans they
use.
Compare and
contrast
approaches to
goal setting and
planning.

Types of Decisions and

Decision-Making
Conditions
Decision-Making
Styles
Effective DecisionMaking

PRELIMINARY EXAMINATION
1,2,3,4
Functions of
Readings
,5
Management
Lecture/Discussion
Planning/ Coordinating Team Games
Foundations of
Planning
Planning and
its Importance
Goals and
Plans
Setting Goals
and Developing
Plans
Contemporary
Issues in
Planning

Assignment
Case Studies
Recitation
Exam

1,2,3,6

 Explain what
managers do
during the six
steps of the
strategic
management
process.
Describe the
three types of
Corporate
strategies.
Describe
competitive
advantage and
the competitive
strategies
organizations
use to get it.

Week
9-10

Describe six key

elements in
organizational
design.
Contrast
mechanistic and
organic
structures.
Discuss the

Strategic
Management
Strategic
Management
Process
Corporate
Strategies
Competitive
Strategies
Strategic
Management
Issues
Planning Tools
and Techniques
Techniques for
Assessing the
Environment
Techniques for
Allocating
Resources
Contemporary
Planning
Techniques
1,2,3,4
Functions of
,5
Management
Organizing
Basic
Organizational
Design
Designing
Organizational
Structure

Readings
Lecture/Discussion
Team Games

Assignment
Case Studies
Recitation
Exam

1,2,3,6

contingency
factors that
favor either the
mechanistic
model or the
organic model
of organizational
design.
Describe
traditional
organizational
designs.
Describe
contemporary
organizational
designs.
Discuss how
organizations
organize for
collaboration.
Explain flexible
work
arrangements
used by
organizations.
Explain the
importance of
the human
resource
management
process and the
external
influences that

Mechanistic
and Organic
Structures
Contingency
Factors
Traditional
Organizations
Adaptive
Organizational
Design
Contemporary
Organizational
Designs
Organizing for
Collaboration
Flexible Work
Arrangements
Contingent
Workforce
Organizational
Design
Challenges
Staffing
Managing Human
Resources
Human
Resource
Management
Process
Identifying and
Selecting
Competent

Week
11-12

might affect that

process.
Discuss the
tasks
associated with
identifying and
selecting
competent
employees.
Explain the
different types
of orientation
and training.
Describe
strategies for
retaining
competent,
high-performing
employees.
Describe the
major
components
that determine
group
performance
and satisfaction.

Define the
nature and
function of

Employees
Providing
Employees with
Needed Skills
and Knowledge
Retaining
Competent,
Highperforming
Employees
Issues in
Managing
Human
Resources
Managing Teams
Groups and
Group
Development
Work Group
Performance
and
Satisfaction
Turning Groups
into Effective
Teams
Challenges in
Managing
Teams
1,2,3,4
,5

Functions of
Management
Communicating

Readings
Lecture/Discussion
Team Games

Assignment
Case Studies
Recitation

1,2,3,6

Week
13-14

communication.
Compare and
contrast
methods of
interpersonal
communication.
Identify barriers
to effective
interpersonal
communication
and how to
overcome them.
Explain how
communication
can flow most
effectively in
organizations.
Describe how
technology
affects
managerial
communication
and
organizations.

Explain the role

that attitudes
play in job
performance.
Describe
different
personality

Managers and
Communication
Nature and
Function of
Communication
Interpersonal
Communication
Organizational
Communication
Communication
Issues
Motivating
Motivating
Employees
Early Theories
of Motivation
Contemporary
Theories of
Motivation
Current Issues
in Motivation

MIDTERM EXAMINATION
1,2,3,4
Functions of
Readings
,5
Management
Lecture/Discussion
Team Games
Leading
Understanding
Individual
Behavior
Focus and

Exam

Recitation
Exams
Case Studies

1,2,3,6

theories.
Describe
perception and
factors that
influence it.
Discuss learning
theories and
their relevance
in shaping
behavior.
Define leader
and leadership.
Compare and
contrast early
theories of
leadership.
Describe the
three major
contingency
theories of
leadership.
Describe
contemporary
views of
leadership.
Explain the
nature and
importance of
control.
Describe the
three steps in
the control

Goals of
Individual
Behavior
Attitudes and
Job
Performance
Personality
Perception
Learning
Organizational
Behavior
Issues
Managers as
Leaders
Leaders and
Leadership
Early
Leadership
Theories
Contingency
Theories of
Leadership
Contemporary
Views of
Leadership
Leadership
Issues
Controlling
Introduction to
Controlling
Controlling and

process.
Explain how
organizational
performance is
measured.
Describe tools
used to
measure
organizational
performance.

Week
15

Week
16-17

Explain the role

of operations
management.
Define the
nature and
purpose of
value chain
management.
Describe how
value chain
management is
done.

Understand the
role and function
of marketing
Understand the
components
marketing mix

1,2,3,4
,5

1,2,3,4
,5

its Importance
The Control
Process
Controlling for
Organizational
Performance
Tools for
Measuring
Organizational
Performance
Issues in
Control
Managing Product
and Service
Operations
The Role of Operations
Management
Value Chain
Management and its
Importance
Managing Operations
using Value Chain
Management
Issues in Managing
Operations
Managing the
Marketing Function
Function of Marketing
Marketing Mix
Market Forecast
Market Segmentation
Product Strategy

Readings
Lecture/Discussion
Team Games

Exams
Case Studies

Readings
Lecture/Discussion

Exams
Case Studies

1,2,3,5,6

1,2,3,4,5,6

 Pricing Strategy
Marketing
Communication
Distribution Strategy

Week
17-18

Understand the
basic accounting
principles
Comprehend
balanced
scorecard

1,2,3,4
,5

Managing the
Finance Function
Accounting Principles
Key Financial
Statements
Fundamentals of
Financial Analysis
Balanced Scorecard

Readings
Lecture/Discussion

Exams
Case Studies

FINAL EXAMINATION

Course Requirements

1)
2)
3)
4)
5)

Grading System

Class Standing (Quizzes, Written Research Reports ,Assignments) 60%

3 Major Exams
40%
TOTAL
100%

Course Policies

3 Major Exams (Prelims, Midterms, and Finals)

Quizzes
Case Studies
Assignments/Problem Sets
Production Paper/Research Output

Passing Grade (50%)

Maximum Allowable Absences: 10 (held 3 times a week) / 7 (held 2 times a week)

1,2,3,5,6