THE HUMAN ELEMENT IN ENGINEERING MANAGEMENT

Transcription

1 THE HUMAN ELEMENT IN ENGINEERING MANAGEMENT

2 1.0 Introduction 2.0 Career Progression 3.0 Engineering as a profession 4.0 Function of Management 5.0 Management as a Process 6.0 What managers deal with? 7.0 Engineer as Manager- Morrison (1986) 8.0 Transition from Engineer to Manager- Gray (1979) 9.0 Operational aspect of management- Gray (1979) 10.0 Needs of Engineers -Amos and Sarchet ( 1981)

3 Engineering as a profession Management as a process Function of management Role differences between Engineers and Management

4 Typical engineer spends part of his career in engineering management >82% in US Within 15 years, 60% of all engineers become managers of some kind or have left engineering to pursue other businesses More than 25% of top corporate managers have engineering background Management is part & parcel of career path

5 Profession in which knowledge of mathematical and natural science gained by study, experience and practice is applied with judgement to develop ways to utilise, economically, the materials and forces of nature for the benefit of mankind Apply maths & science to plan, construct, operate and maintain products, systems and works to serve mankind- includes management

6 ! To manage is to forecast & plan, to organise, to command, to coordinate & to control. To forecast and plan-examining future & draw up a plan of action. To organise-build up dual structure, material & human, of undertaking. To command-maintain maintain activity among personnel. To coordinate- binding, unifying and harmonising activity & effort. To control-seeing that everything conforms to rules & commands- Henri Fayol (1949)

7 "! Process of reaching organisational goals by working with and through people and other organisational resources- Certo (1985). Process of planning & decision making, organising,, leading & controlling an organisations human, financial, physical and information resources in an efficient and effective manner-griffin ( 1987)

8 Process of acquiring & combining human, financial, informational and physical resources to attain the organisation s primary goal of producing a product or service desired by some segment of society - Pringle, Jennings and Longnecker (1988)

9 #$%!& '%( Manager deal with primarily with people, politics, and administration and secondarily with making and approving decisions requiring technical judgement - Kamm (1989)

10 ) * +,#- Logical, methodical, objective, unemotional decision making based on fact. Use technical knowledge to check upon facts Analyse problems thoroughly, look beyond immediate ones & explore alternative solutions. Understand what motivates engineers Understand and can review & evaluate subordinate works Can make future planning affecting technology and relation to cost effectiveness Engineering background helps in technical discussions with clients Increase credibility with subordinates, customers & clients

11 ,! *./+ ) - Changing of mindset- exchange of physical and operative parameters; broader financial, personal and information/decision aspects. Different measures- of success & worth Multiple concerns- wider issues Uses more What and Why instead of How?- in order to be succesful and respected.

12 0&!!*./+ ) - Time spent with people increases- time spent on technical details decreases. As manager, he becomes part of firms management information system Nature of rewards & satisfaction changes- engineers proud of design etc. Manager are proud of personal interactions affecting more money, resources & accomplishment than as engineer Report manager reads are different than as engineer.

13 1*!2% 2%+,- Desire to achieve set and reach goal Self expression- creating, designing and constructing Challenge- cross new frontiers Diversity of problems-works with little routine; new problems to solve Pride in accomplishment- satisfaction with product Independence- make decisions based on personal knowledge & experience Practice of technical knowledge and skills Recognition desire to have accomplishments recognised Professional status recognition of stature in the profession

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