ENGINEERING MANAGEMENT

(MNAP 3323)

THE FIELDS OF ENGINEERING MANAGEMENT

Engineers are expected to perform a variety of tasks depending on their

specialization and job level.
The following are various tools, equipments and projects developed by
engineers.
1. The stone bladed axe and the irrigation system used to promote crop
growing.
2. The pyramids of Egypt.
3. Road building by the Romans.
4. The production of paper and gunpowder by the Chinese.
5. The production of stream engine and the spinning and weaving
machinery.
6. The manufacture of cars and household appliances.

Engineers are currently producing solutions to many of the difficulties faced by

mankind. Their outputs, new or improvement of old ones, are very much needed in the
following specific problems concerns:
1. The production of more food for a fast growing world population;
2. The elimination of air and water pollution;
3. Solid waste disposal and materials recycling;
4. The reduction of noise in various forms;
5. Supplying the increasing demand for energy;
6. Supplying the increasing demand for mobility;
7. Do venting and solving crimes; and
8. Meeting the increasing demand for communication facilities.

FUNCTIONS OF THE ENGINEER:

1. Research
2. Design and Development
3. Testing
4. Manufacturing
5. Construction
6. Sales
7. Consulting
8. Government
9. Teaching
10. Management

DEFINITION:
Engineering Management refers to the activity combining “technical knowledge
with ability to organize and coordinate worker power, materials, machinery and money.”

MANAGEMENT SKILLS REQUIRED AT VARIOUS LEVELS

1. Level One – those with minimal engineering jobs.
2. Level two – those with a moderate of engineering jobs.
3. Level 3 – those with a high degree of engineering jobs.

DEFINITION:
MANAGEMENT may be defined as the “creative problem solving – process of
planning, organizing, leading and controlling an organization’s resources to achieve its
mission and objectives.
THE PROCESS OF MANAGEMENT
1. Management must seeks to find out the objectives of the organization;
2. Think of ways on how to achieve the objectives of the organization;
3. Decide on the ways to be adapted and the material resources to be used;
4. Determine the human requirements of the total job;
5. Assign specific tasks to specific persons;
6. Motivate them;
7. Provide means to make sure that the activities are in the right distinction.

REQUIREMENTS FOR THE ENGINEER MANAGER’S JOB

Qualifications that the engineer manager must have:
1. A bachelor’s degree in engineering from a reputable school; in some
cases, a master’s degree in engineering is required;
2. Appropriate license for the practice of the profession;
3. A few years experience in a pure engineering job;
4. Training in supervision;
5. Special training in engineering management.

HOW ONE MAY BECOME A SUCCESSFUL ENGINEER MANAGER:

According to Kreitner (1992), there are various factors leading to successful
management and at least three general preconditions for achieving lasting success as a
manager:
1. Ability
2. Motivation to manage
3. Opportunity

Managerial Ability refers to the capacity of an engineer manager to achieve

organizational objectives effectively and efficiently.

Motivation to manage. A management researcher, John B. Miner, develop a

psychometric instrument to measure objectively an individual’s motivation to
manage. The test is anchored to the following dimensions:
1. Favorable attitude toward those in positions of authority.
2. Desire to engage in games or sports competition with peers.
3. Desire to engage in occupational or work – related completion with peers.
4. Desire to assert oneself and take charge.
5. Desire to exercise power and authority over others.
6. Desire to behave in a distinctive way.
7. Sense of responsibility in carrying out the routine duties associated with
managerial work.

Opportunity. Successful manager become possible only if those having the ability and
motivation are given the opportunity to manage. The opportunity for successful
management has two requirements:
1. Obtaining a suitable managerial job;
2. Finding a supportive climate once on the job.

DECISION – MAKING

Managers of all kinds and types, including the engineer manager are primary tasked to
provide leadership in the quest for the attainment of the organization’s objectives.
If he is to become effective, he must learn the intricacies of Decision Making.
Decision – making is a responsibility of the engineer manager.

WHAT IS DECISION MAKING?

Decision – making may be defined as the process of identifying and choosing
alternative courses of action in a manner appropriate to the demands of the situation.
According to Nickels (1987), decision – making “is the heart of all the
management functions”.
According to David H. Holt (1987), rational decision – making process involves
the following steps:

1 Diagnose Problem

2 Analyze Environment

3 Articulate Problem or
Opportunity

4 Develop Variable
Alternatives

5
Evaluate Alternatives

6
Make a Choice

7
Implement Decision

Evaluate Results not Determine Steps

8 Results Achieved whose error was made

Results Adapt Decision

Achieved Results
 Fig.1. Feedback as a control mechanism in the decision making-process

APPROACHES IN SOLVING PROBLEMS

1. Qualitative evaluation
This term refers to evaluation of alternatives using intuition and subjective
judgment. Managers tend to use the qualitative approach when:
a. The problem is fairly simple.
b. The problem is familiar.
c. The costs involved are not great.
d. Immediate decisions are needed.

2. Quantitative Evaluation
This term refers to the evaluation of alternative using any technique
in a group classified as rational and analytical.
The types of quantitative techniques which may be useful in
decision – making are as a follows:
a. Inventory Models
b. Queuing Theory
c. Network Models
d. Forecasting
e. Regression Analysis
f. Simulation
g. Linear Programming
h. Sampling Theory
i. Statistical Design Theory