ENGINEERING MANAGEMENT

Assignment

Question: 01
What mistakes to do new leaders make during their early 90 days in
any organization?
Answer:
There are seven mistakes that new leaders should not make during first 90 days in
any organization:
1. Never Fake It: You risk reputational and financial damage trying to fake
knowledge and experience. Transparency and authenticity, especially about your
limitations, garners the critical respect and trust that must serve you beyond
those first 90 days.
2. Never Start Late or Leave Early: This sends the message that your job is not a
priority.
3. Never Be a “Me” Person: Whatever your job, sector or industry, you can’t win
alone. Success in today’s highly competitive world requires a “we” process —
totally collaborative. This is especially true during those first 90 days. The key is to
fit in. That’s the best way to stick out.
4. Never Over-Promise: Cumulative small successes during your first 90 days will
pay off far greater for you than trying to make a quick impression by gambling on
high-risk opportunities with low odds for success.
5. Never Be in the “Gotcha” Business: Trying to catch a colleague doing something
wrong will, aside from engendering dislike, embargo you from critical interaction,
input and opportunities.
6. Never “Fire, Ready, Aim:” It’s OK to be impatient, but not imprudent. Early
errors during that first quarter resulting from knee-jerk actions or reactions will
derail your progress. Premature jubilation is especially unattractive.
7. Never Assume Anything: Assumption is the mother of all screw-ups. This
means prior to your first 90 days you research the culture of the organization, the
problems and opportunities inherent in the products and services rendered, the
processes, your position and how it fits into the equation. Then with a mindset
that is curious rather than critical, you cross the threshold and partake in your
new adventure. This attitude will put your aptitude in high gear.

Question 02
Answer:
Reason :
Company introduced incentive system to improve production of the company,
but the increase in production was very less i.e merely 4.5%. The reason behind
this is that to increase motivation of employees, only increase in their wages is
not enough. Their work was recognized and appreciate , which is only one factor
to increase their motivation.There are other factors that boost up employees
motivate:
1. They should have more knowledge about company matters
2. The attitude of management should be considerate
3. They must have job security and satisfaction
4. New opportunities should be presented for their career development
5. They must have good working environment
6. They must have professional discipline.
Company must be lagging in any of the above factors. That’s why their increase in
production rate was not satisfactory.
Question: 03
Write three theories of worker motivation (other than Maslow and
Mc Gregor)?
Answer:
Herzberg’s Motivation Hygiene Theory:
The psychologist Frederick Herzberg extended the work of Maslow and propsed a new motivation
theory popularly known as Herzberg’s Motivation Hygiene (Two-Factor) Theory. Herzberg conducted a
widely reported motivational study on 200 accountants and engineers employed by firms in and around
Western Pennsylvania.

He asked these people to describe two important incidents at their jobs:

(1) When did you feel particularly good about your job, and

(2) When did you feel exceptionally bad about your job? He used the critical incident method of
obtaining data.

The responses when analysed were found quite interesting and fairly consistent. The replies
respondents gave when they felt good about their jobs were significantly different from the replies given
when they felt bad. Reported good feelings were generally associated with job satisfaction, whereas bad
feeling with job dissatisfaction. Herzberg labelled the job satisfiers motivators, and he called job
dissatisfies hygiene or maintenance factors. Taken together, the motivators and hygiene factors have
become known as Herzberg’s two-factor theory of motivation

However, Herzberg’s model is labeled with the following criticism also:

1. People generally tend to take credit themselves when things go well. They blame failure on the
external environment.

2. The theory basically explains job satisfaction, not motivation.

3. Even job satisfaction is not measured on an overall basis. It is not unlikely that a person may dislike
part of his/ her job, still thinks the job acceptable.

4. This theory neglects situational variable to motivate an individual.

Because of its ubiquitous nature, salary commonly shows up as a motivator as well as hygine. Regardless
of criticism, Herzberg’s ‘two-factor motivation theory’ has been widely read and a few managers seem
untaminar with his recommendations. The main use of his recommendations lies in planning and
controlling of employees work.