ES 11: Management of Engineering Project

2 Units, 2 hrs. lecture per week

2 hour session per week

Always check announcement at Google Classroom

Engineering Defined

The branch of science and technology

concerned with the design, building, and
use of engines, machines, and structures.

Engineering is the application of science

and mathematics to solve problems.

Engineers figure out how things work and

find practical uses for scientific
discoveries.

Scientists and inventors often get the

credit for innovations that advance the
human condition, but it is the engineers
who are instrumental in making these
innovations available to the world.
 Fields of Engineering

Electrical Engineering
Mechanical Engineering
Civil Engineering
Aerospace Engineering
Nuclear Engineering
Structural Engineering
Biomedical Engineering
Chemical Engineering
Computer Engineering
Industrial Engineering
Environmental Engineering
Management Defined

The process of planning, organizing,

leading, and controlling the work of
organization members and of using
all available organizational resources
to reach stated organizational goals.
 Engineering Management

The art and science of planning, organizing, allocating resources

directing, and controlling activities which have a technological
component.

This definition identifies a management specialty and also identifies

specific activities which are integral to the full practice of various
engineering and scientific disciplines.

The practitioners of engineering management known as “engineering

managers”, generally claim an identification with some field of
engineering/science or a related area which is also rooted in mathematics
and physical sciences.
 Engineering Management

Engineering Management differs from industrial engineering to which it is

most closely related, by its greater focus on “people” problems rather than
on system design, which of course also includes people along with material
equipment.

On the management side, it differs from general management in its

requirement that practitioners be competent in some technical field.

Engineering managers may be found occupying top, middle, and

supervisory management positions. They may be found working wherever a
blend of managerial and technical knowledge is required, whether or not the
business of the organization is technological in content.
Importance of Organizations

Organization - two or more people who work together in a structured way to achieve a
specific goal or a set of goals.

1. Living in the present – Organizations contribute to present standard of living.

Organizations all over the world make available a wide range of goods and services for
customers.

2. Building the Future – Builds toward a desirable future and help individuals do the same.
Organizations have an impact, positive or negative- on the future status of our natural
environment, on the prevention and treatment of disease, and on the war around the globe.
Importance of Organizations

3. Remembering The Past – Organizations help connect people to their pasts.

Organizations can be thought of as patterns of relationships. Every day that we
work with others adds to the history of the organization and to our own history. We
often define ourselves in terms of the organizations that we have been a part of-
whether schools, teams, political groups, or businesses. Organization maintain
records and value their own history, keeping traditions alive in our minds. Often it
is through the records and history of organizations that we know about our past.
Management
and Engineering Concepts
Approximate Period Management Thoughts/Concept Accomplishments and Their Contributors

• 5000 – 1600 BC Planning and control; material scheduling Pyramids: transportation system for
huge
systems; organizational hierarchy. objects; marketing of metal alloys
2000 – 1700 BC
Minimum wage; written
receipts for control Code
of Hammurabi purposes.

•Approximate Period
Management
Thoughts/Concept
Accomplishments and Their
Contributors
1491 BC Planning, organizing, controlling, partici- Moses, exodus
of Jews from Egypt pative managements, span of control
600 BC Production control; incentive wage payments Nebuchadnezzar, colour coding of raw
materials for specific production lots
500 – 325 BC System approach; specialization, scientific Mencius; Cyrus; Plato; Socrates; Alexander
the Great;
methods used; motion study; material handling development of trading companies;
development of
techniques; use of the staff principle military organizations
• 1900 – AD 1920 , Scientific Management; functional organization; principles of
management; time and motion studies; research on production methods; Gantt charts;
training programs for workers; appli-Max Webber cation of psychology to management;
economic lot size theory; office management concepts; efficiency engineering
• Huge growth in productivity; revolutionary methods in the workplace; Frederick Taylor;
Frank and Lillian Gilbreath; Henry Gantt; Hugo, Munsterberg; Walter Dill Scott;
Harrington Emerson; Henri Fayol;
1920 – AD 1940 Modern birth of human relations in industry; Hawthorne studies; Elton Mayo; Mary Parker Follett; Oliver
Sheldon; social responsibility of management; group James Mooney; Chester Burnard
dynamics; theories of motivation and communi-
cation; principles of organization
Contemporary Contributors to Management
Contemporary Contributors to Management

Russell Ackoff 1956, 1963

Developed modern theories in operations research and

quantitative applications to business

Contributor
Year
Contributions
Contemporary Contributors to Management

Howard Raiffa and Robert Schlaifer 1965, 1967

Contributed to statistical decision-making theory under

conditions of uncertainty
Used strategic analysis to study competitive markets
Contributor
Year
Contributions
Contemporary Contributors to Management

Herbert Simon 1955, 1960, 1965

Developed the field of decision theory by use of quantitative models of

human behavior. Wrote on information sciences, economics and
decision-making, forming a theoretical base for study of organizations
Contributor globally change.
Year
Contributions
Contemporary Contributors to Management

Norbert Weiner 1949

Developed theories of cybernetics used for modelling operations
of the firm. Applied systems analysis to the study of organizations.

Contributor
Year
Contributions
Contemporary Contributors to Management

Abraham Maslow 1954, 1964

Developed major theory of individual motivation known as hierarchy
of needs. Considered as the founder of humanism in modern
organizations.
Contributor
Year
Contributions
Contemporary Contributors to Management

Douglas Mcgregor 1960, 1967

Described Theory X and Theory Y assumptions of human behavior.
Laid groundwork for coordinating human effort in complex
organizations
Contributor
Year
Contributions
 Where it all began?
Scientific Management Theory

• Frederick Winslow Taylor was one of the

earliest proponents of management theory. A
mechanical engineer, he authored The  At its most basic, his theory proposed for the
Principles of Scientific Management in 1909. simplification of jobs. By keeping things simple, he
argued, productivity would improve. He also
argued that managers and employees must work
together. This was a new idea in the history of
management. In the early-20th century, most
companies still operated like dictatorships. The
manager assigned the work, and the employee
did it.
Four principles of management
Taylor also created four principles of management as part of his work. These are:

Monitor employees to determine

Use scientific methods to
performance. This involves offering
determine the most efficient way
guidance to those that aren’t as
to complete a task.
efficient as needed.

Assign employees to work that Managers must focus on planning

suits their skills and motivation and professional improvement.
levels. Then, coach them to reach Employees must focus on the tasks
maximum efficiency. given to them.
Administrative
Management Theory
• Fayol developed his 14 principles while working in his
directorship. As a result, they came from the direct
experience of a man who had been there and done it all.
• He created 14 principles of management. However, most of
these focused on the administrative side of management.
• He argued that many managers didn’t interact well with
their employees. In this, he agreed with Taylor. But Fayol’s
principles focused less on science. Instead, he looked at how
to create an efficient company structure.
• He argued for employee specialization and a focus on
organizational interests. Fayol also believed that all
employees should only have one direct manager.
• Fayol’s book became one of the key leadership tools in
the history of management. Even today, his 14 principles of
management agree with most modern organization’s aims.
Bureaucratic Management Theory
 One of the earliest examples of evolution in  Weber touched on an important
the history of management, Max Weber built on
Taylor’s theory. He argued for similar principles. aspect of modern business. Hiring for
Weber believed that all managers must build chains fit, he believed, involved searching for
of command. He also argued for standardization.
employees with the correct skills.

 Weber and Taylor differed in a key area. Weber realized

that Taylor’s scientific theory did not account for
emotions. He argued that the rise of technology could
lead to a toxic workplace culture. He differs from many
management theorists because of this focus on the
negatives. Too much change can affect morale.
Bureaucratic Management Theory
Weber’s bureaucratic theory argues for the following:

• Detailed record-keeping at all levels of an organization.

• Employees must have clear job roles so they maintain their focus.
• All organizations should have clear hierarchies.
• The standardization of common procedures.
• Organizations must only hire employees who are fit for the job in
question.
Human Relations Management Theory
 Elton Mayo’s Studies added a new wrinkle. For five
years, Mayo studied employees at Chicago’s Western
Electric Hawthorne Works. He placed his focus on
workplace conditions, and how they affected
productivity.
 Mayo’s work laid the foundations for the focus on
teamwork that today’s management theories have.
He was the first to prove that the right people in the
right teams leads to higher productivity.
 His study found that relationships work as a key
motivator for employees. When working as part of a
team, people become more productive. The
improvement was so marked that it became known
as “The Hawthorne Effect”.
Human Relations Management Theory

 His work led to the founding of the Human Relations Management Theory.
Other theorists adopted his research. They used it to look for ways to
create high-performing teams. These efforts still had the same aims of
previous theories. They aimed for greater efficiency and better results. But
Mayo’s work emphasised the importance of the human factor.

 As a result, the Hawthorne Studies

are a major benchmark in
the history of management.
 X & Y Management Theory

 Theory X relates to authoritarianism. Such managers  Theory Y built more directly from Mayo’s studies. Such
take a negative view of their employers. They managers take a much more positive approach to their
people. They believe that teamwork leads to better
assume their people have no motivation and won’t
results. Furthermore, Theory Y managers encourage
work well unless pushed. This leads to the leader professional development and give employees more
taking too much control, often micromanaging responsibilities. They want to see initiative, which builds
projects. a positive workplace culture.

 In 1960, Douglas McGregor built on the

teamwork-related ideas in the Hawthorne  McGregor argued that Theory Y is the better
Studies. He published The Human Size of choice of the two. Modern management bears
Enterprise to make his points. In that book, his claims out as well. Though authoritarianism
McGregor presents two types of management: still exists, most don’t see it as the way to
Theory X and Theory Y. develop a healthy organization. Theory Y forms
 the basis of most modern management theories.