Engineering Management

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Engineering

Back 1

The profession in which a knowledge of the mathematical and natural science develop ways to utilize nature for the benefit of mankind

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Management

Back 2

A set of activities directed at an organization's resources

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Management

Back 3

Aims to achieve organization goals in an efficient and effective manner

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Engineering Management

Back 4

Deals with the principles and methods of engineering analysis and design

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Administrative/Managerial, Executive, Supervisory/Operative

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What are the three management levels?

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Management Level

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Line of division that exists between various managerial positions in an organization

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Board of directors and the chief executive or managing director

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Who are considered as part of the administrative management?

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Administrative Level

Back 8

Which management level is responsible for communicating with the outside world?

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Administrative Level

Back 9

Accountable towards an organization's shareholders

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Administrative Level

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Prepares strategic plans and policies

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Branch and departmental managers

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Who are considered as part of the executive management?

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Executive Level

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Executes the plans of the organization in accordance with the policies

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Executive Level

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Forms plans for the sub-units that they supervise

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Executive Level

Back 14

Participates in the hiring and training processes of lower-level management

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Executive Level

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Evaluates the performance of junior managers

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Supervisors, foremen, section officers, superintendents

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Who are considered as part of the supervisory management?

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Supervisory Level

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Assigns jobs and tasks to various workers

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Supervisory Level

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Oversees both the quality and quantity of production

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Supervisory Level

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Acts as mediators by communicating the problems of workers fo the higher level management

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Executive Level

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Participates in the hiring and training processes of lower-level management

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Supervisory Level

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Prepares periodical reports regarding the performance of the workers

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Supervisory Level

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Improves the enterprise's image as a whole due to their direct contact with the workers

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Administrator, Time Server, Climbers, Generals, Supporters, Nice Guys, Bosses

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7 Types of Management Styles

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Administrator

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Live by the book

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Administrator

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Usually not very good communicators, using the official company channels for all communications

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Administrator

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Not good at resolving conflict, looking at the company rules for resolving problems

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Administrator

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Expecting to be black and white

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Administrator

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Very logical and practical, and have good planning skills

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Time Server

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Those who have lost interest in their job and environment

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Time Server

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Avoids stress and maintain a low profile

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Time Server

Back 31

Avoids decision making to avoid mistakes.

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Time Server

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Personal status is important to them

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Time Server

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Father or Mother figure

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Climbers

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Driven by extreme personal ambitions and willing to sacrifice everything to get to the top

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Climbers

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Want to achieve and to be seen to have achieved

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Climbers

Back 36

Become demotivated without quick results

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Climbers

Back 37

Personal knowlede is important to them

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Climbers

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Self-interest comes before peers.

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Climbers

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Status is important, only as a sign of seniority

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Generals

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Younger person who exhibits lot s of energy

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Generals

Back 41

Like to rule and manipulate power to get task done

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Generals

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Works extremely hard

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Generals

Back 43

Sociable and mix well with other levels

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Generals

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Status is important for the luxury associated with it.

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Generals

Back 45

Strong willed individuals

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Generals

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Optimistic about the future

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Supporter

Back 47

Work through people in achieving their aims

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Supporter

Back 48

Good at delegation and develops their subordinates

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Supporter

Back 49

People working under them are highly motivated

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Supporter

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Good facilitators and very good at manging change

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Supporter

Back 51

Deep thinkers and have excellent imagination

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Supporter

Back 52

Causes clash between the goals of the org and what they believe to be right

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Supporter

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Good compromiser and exhibit good intuition

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Supporter

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Flexible but very persistent in carrying out tasks

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Supporters

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Tend to be loners and do not mix well with peers

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Nice Guy

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Weak-willed and are more interested in being liked by peers than achieving targets

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Nice Guy

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Do not criticize their subordinates even when they are poor performer

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Nice Guy

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Productivity is low under them andconflict is waiting to burst out

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Nice Guy

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very few decisions are made since the manager is ready to yield to pressure from almost any source

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Bosses

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Like to bully their stuff in order to enjance their power.

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Bosses

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Living example of the effecr of power on people

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Bosses

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Operate in an admistrative mode, playing things by the book where it suits them.

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Bosses

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Use the power of their position, real and imaginary

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Bosses

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They drive the people under them but not themselves

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Bosses

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Expect reconition from their peer but ofte. not get it

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Bosses

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Inflexible and often mistaken for strong minded people

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Bosses

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Strong talkers, yrying to terrorize peers, creating conflict to emphasize their power

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Bosses

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Insecure and gets security by humilliating others in public

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Bosses

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Advance by pointing the mistakes of others and not by their own achievements

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Customers, community, employees, shareholders, suppliers

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Who are under the responsibility of the management?

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Competitors, creditors, government, labor market, natural enviroment, pressure groups

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Who are under the constraints of the management?

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Planning, organizing, integration, measuring

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What are the 4 management tasks?

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Planning

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Defines the long-term goals, objectives, and policies

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Planning

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Implement steps and performance standards

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Planning

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Provides the foundation for the subsequent management tasks

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Planning

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Establishes the road map for organizational activities

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Organizing

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Splits the task into workable packages

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Organizing

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Sets up the organization to carry out the work

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Organizing

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Involves arranging resources, tasks and people to implement the plans effectively

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Organizing

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Identifies what needs to be done and how it will be done

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Integrating

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Anotherm term for directing

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Integrating

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Involves coordinating and aligning different elements of the org to work together seamlessly

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Integrating

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Crucial during the organizing phase to ensure the teams work towards common goals

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Integrating

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Involves fostering communication, collaboration, and synergy

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Measuring/Monitoring/Controlling

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Assesses and evaluates performance again established goals and benchmarks

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Measuring/Monitoring/Controlling

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Assesses how well the organizing and integrating processes have contributed to achieving desired results

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Measuring/Monitoring/Controlling

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Provides feedback that can be used to refine future plans, reorganize resources for better performance