MANAGEMENT & ITS

FUNCTION
DEFINITION OF MANAGEMENT
 “To manage is to forecast and plan, to organize, to co-
ordinate and to control.” – Henry Fayol
 “Management is a distinct process consisting of
planning, organizing, activating and controlling to
determine and accomplish the objectives by the use
of people and resources.” – G.R. Terry
 “Management is simply the process of decision
making and control over the action of human beings
for the express purpose of attaining pre-determined
goals.” – Stanley Vance
 “Management is the art of getting things done
through and with the people in formally organized
groups.” – Harold Koontz
ENGINEERING MANAGEMENT
 Activity combining technical knowledge with the
ability to organize and coordinate worker power,
materials, machinery, and money.
 Concerned with the design, installation, and
improvement of integrated systems of people,
material, information, equipment, and energy by
drawing upon specialized knowledge and skills in the
mathematical, physical, and social sciences, together
with the principles and methods of engineering
analysis and design to specify, predict, and evaluate
the results to be obtained from such systems
 Fusion of business and engineering principles.
ENGINEER MANAGER
 One who has technical knowledge with
the ability to organize and coordinate
worker power, materials, machinery, and
money.
 His main responsibility is to lead his
group into producing a certain output
consistent with the required specification.
 The top position for an engineer manager
may occupy is the general managership or
presidency of any firm, large or small.
 The higher he goes up, the less technical
activities he performs, and the more
management tasks he accepts.
THREE MAIN CATEGORIES OF DUTIES
OF A MANAGER
1. Interpersonal roles. Managers perform ceremonial obligations;
provide leadership to employees; build a network of relationships
with bosses, peers, and employees; and act as liaison to groups and
individuals both inside and outside the company (such as suppliers,
competitors, government agencies, consumers, special-interest
groups, and interrelated work groups).
2. Informational roles. Managers spend a fair amount of time
gathering information by questioning people both inside and outside
the organization. They also distribute information to employees,
other managers, and outsiders.
3. Decisional roles. Managers use the information they gather to
encourage innovation, to resolve unexpected problems that threaten
organizational goals (such as reacting to an economic crisis), and to
decide how organizational resources will be used to meet planned
objectives. They also negotiate with many individuals and groups,
including suppliers, employees, and unions.
REQUIREMENT FOR THE
ENGINEER MANAGER’S JOB
1. A bachelor’s degree in engineering from a
reputable school; in some cases a master’s
degree in engineering or business management
is required;
2. A few years experience in a pure engineering
job;
3. Training in supervision;
4. Special training in engineering management.
HOW ONE MAY BECOME A SUCCESSFUL
ENGINEER MANAGER
1. Ability
 His capacity to achieve organizational objectives effectively and efficiently.
2. Motivation to manage
 Favorable attitude towards those in positions of authority such as superiors.
 Desire to engage in games and sports competition with peers.
 Desire to engage in occupational or work-related competition with peers,
 Desire to assert oneself and take charge.
 Desire to exercise power and authority.
 Desire to behave in distinctive way.
 Sense of responsibility
3. Opportunity
 Obtaining a suitable managerial skills
 Finding a supportive climate once on the job.
4 BASIC FUNCTIONS OF MANAGEMENT
1. Planning
2. Organizing
3. Directing or Leading
4. Controlling
1. PLANNING
 The function of management of systematically
making decisions about the goals to be
achieved and activities or actions needed to
achieve those that an individual, a group, a
work unit, or the overall organization will
pursue in the future.
 Its activities include:
1. Analyzing the current situation.
2. Anticipating the future.
3. Determining the organizational objectives.
4. Deciding the activities to be involved.
5. Choosing strategies.
6. Determining resources to achieve organizational
goals.
2. ORGANIZING
 The management function of
assembling and coordinating
human, financial, physical,
information and other resources
needed to achieve organizational
goals.
 Its activities include:
1. Specifying Job responsibilities.
2. Grouping jobs into work units.
3. Resource allocation
3. DIRECTING OR LEADING
 The management function that involves
the manager's efforts to stimulate high
performance by employees and includes
directing, motivating and
communicating with employees,
individually and in groups.
 Its activities include:
1. Directing the workforce
2. Motivating your subordinates
3. Communicating with employees
4. Leadership
4. CONTROLLING
 The function of management of
monitoring progress and making
needed changes to make sure that the
organizational goals are achieved.
 Its activities include:
1. Setting performance standards that
indicate progress toward long-term goals.
2. Monitoring staff performance through
performance data evaluation.
3. Identifying performance problems by
comparing performance data against
standards and take corrective actions.
6 M’S OF MANAGEMENT
PLANNING
VISION (THE DREAM)
 It describes the way you envision your business.
 It should be reviewed continuously to ensure it is still
aligned with the way you see your company.
 Your vision communicates what your organization
believes are the ideal conditions for your community –
how things would look if the issue important to you
were perfectly addressed.
 Vision should be:
 Understood and shared by members of the community.
 Broad enough to encompass a variety of local perspectives.
 Inspiring and uplifting to everyone involved in your effort.
 Easy to communicate – ex: short enough to fit on T-shirt
MISSION (THE WHAT & WHY)
 It describes what the group is going to do and why it’s
going to do.
 Action-oriented
 Mission should be:
 Concise – not as short as phrase as vision, it should still
get its point across in one sentence.
 Outcome-oriented – explain the overarching outcomes your
organization is working to achieve.
 Inclusive – not limiting in the strategy or sectors of the
community that may become involved in the project.