INTRODUCTION TO ENGINEERING MANAGEMENT

Management

Getting things done through people. The process of achieving organizational goals by engaging in the four major functions of planning & decision-making, organizing & staffing, directing/leading, and controlling. Identifying a "force"/group of people whose job is to direct the effort and activities of other people towards a common organizational objective.

FIRST-LINE

Operational Managers at the lowest level of the hierarchy who are directly responsible for the work of operating (non-managerial) employees. Often have titles that include the word "Supervisor".

gratitude

"give credit where it is due"

integrity

"living it myself before leading others"

Administrators

Administrators look to company rules and regulations for solving all problems. They live by the book and are usually very good employees. They show total loyalty to the organization and have probably been with the company for many years. They are not good in resolving conflict, looking to company rules for resolving these.

Organization Chart

Also called organigram, or organogram. It shows: Organizational Structure; Relationships and relative ranks of its parts and positions/jobs.

flexible

multi-tasker, imaginative and innovative

focused

try to see the "big picture" within the forest of details

committed

willing to do whatever it takes to attain organizational success

Bosses

Bosses are extremely inflexible and are often mistaken for strong-minded people. Usually, they are only strong talkers, and hide behind abusive language. They try to terrorize subordinates and peers, creating conflict to emphasize their own power. Managers in the boss category are often brought into a company to act as "Hatchet Men". They are insecure in themselves and get security by humiliating others in public.

Ugnayan

He is a hybrid of all type of managers. Hence, he is one type of manager now, and different in another time, depending on the situation. He is a gifted reconciler of all philosophers and beliefs held by various types of managers. He integrates various styles of management depending on the need and conditions of his organization. He is participatory and coordinative.

Directing/Leading

Influencing people so that they will contribute to organizational and group goals.

Organizing

Involves establishing an intentional structure of roles for people to fill in an organization. The process of allocating and arranging human and nonhuman resources so that plans can be carried out successfully.

Staffing

Involves filling, and keeping filled, the positions in the organization structure. Process by which managers select, train, promotes, and retires subordinate.

Planning and Decision Making

Involves selecting goals and objectives, as well as the actions to achieve them; it requires decision-making, that is choosing the "best" from among alternatives.

Unrelenting Pace

Managers began working the moment they arrived at the office in the morning and kept working until they left at night. (e.g. Rather than taking coffee breaks they usually drank their coffee while they attended meetings, lunches were almost eaten in the course of formal of informal meetings.

Brevity and Variety

Managers handle a wide variety of issues throughout the day. (e.g. Awarding a retirement plaque to discussing the bidding on a multimillion-dollar contract.

Verbal Contacts and Networks

Managers show a strong preference for verbal communication and rely heavily on networks. A network is a set of cooperative relationships with individuals whose help is needed in order for a manager to function effectively.

Controlling

Measuring and correcting individual and organizational performance to ensure that events conform to plans. The process of regulating organizational activities so that actual performance conforms to expected organizational standards.

TOP

Strategic Managers who are ultimately responsible for the entire organization. Typical titles include CEO, COO, CFO, "President", "Executive Vice President", "Executive Director", "Senior Vice President", or "Vice President".

Supporters

Supporters maintain a balanced view about the world, the organization, subordinates, and themselves. They are usually experience managers who are knowledgeable in management techniques and apply them where they can. The people working under them are highly motivated. Supporters' personal technical knowledge is usually lacking, but this compensated for by the support they themselves receive from the specialists within their department. They tend to be loners and do not mix well with peers.

MIDDLE

Tactical Managers located beneath the top levels of the hierarchy who are directly responsible for the work of managers at lower levels. Titles include "Manager", "Director of", "Chief", "Department Head", and "Division Head".

Human Skill

The ability to work with and through other people and to work effectively as a group member.

Conceptual Skill

The cognitive ability to see the organization as a whole and the relationships among its parts

Technical Skill

The understanding of and proficiency in the performance of specific tasks.

Time Servers

These are generally older managers who have lost interest in their job and environment, and are marking time until retirement or moving to another job. They take all necessary action to avoid stress, and maintain a low profile within the company. They often consider themselves to be "father or mother figures".

Climbers

These manager are driven by extreme personal ambition and will sacrifice everything, including self and family, to get to the top of the corporate ladder. They want to achieve and to be seen to have achieved, especially by those in a superior position. Climbers will pursue personal advancement by fair means or foul. However, they become demotivated if this does not show quick results, and this can eventually lead to stress.

Nice Guys

These managers are usually weak-willed and are more interested in being liked, by peers and subordinates, than in achieving targets. They do not criticize their subordinates, even when they are poor performers, and may in fact support too much, so unconsciously retarding their development.

Generals

This is usually a younger person who exhibits lots of energy. The general likes to rule and manipulate power, but is achievement oriented: power is used to get tasks done. Generals are sociable and mix well at all levels. They usually get their way with peers by overwhelming, although peers can resent this if it is done too often. Status is important to generals, but for the luxury associated with it, not as a symbol of seniority.

Oido

This manager leaves his managerial skills by oido or by ear. He has a vast field of practical experiences to compensate for his lack of formal management education. He is the opposite of the "Libro" manager.

Efficiency

a measure of how well a certain aspect is performing. (doing the things "right"). an input measure of the resource costs associated with goal accomplishment.

good communicator

acquire the skills of listening, speaking, reading, and writing

Productivity

an index that measures output (goods and services) relative to the input (labor, materials, energy, and other resources) used to produce them.

Libro

in English, book. This type of manger operates by the dictates of the book. What the manuals other formal documents say. He is systematic and analytical. He usually has adequate formal training in management.

Kayod

is a Filipino term which means "to sweat it out or to give oneself to hard work". This manager is action-hungry, highly dedicated, but his manners are rather formal and that of an introvert. He is a serious worker and will not give in to bribing or any anomalous deals.

Lusot

is another Filipino word which means "capitalizing on a loophole". Thus, this manager will be always on the lookout for loophole of anything and will use them to avoid too much work, or shortcuts and to do unconventional or even illegal ways to attain objectives. Generally, an extrovert. He deals with people informally

people-oriented

knows that people's feelings are important

Effectiveness

the capability of producing an effect. (doing the "right" things). an output measure of task or goal accomplishment.