1 introduction to management and organizations r-jay p. quiambao, cie

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Introduction to Management and Organizations

R-Jay P. Quiambao, CIE

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Introduction

• Engineering – is the profession in which a knowledge of the

mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize economically, the materials and forces of nature for the benefit of mankind. (Accreditation Board for Engineering and Technology-ABET)

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Introduction

• Management – is the process of coordinating human,

informational, physical and financial resources to accomplish organizational goals. (Santos, 1999)

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Introduction

• Engineering Management– is the supervision of groups of engineering

researchers, engineering functions, engineering design activities, the application of quantitative methods and techniques to the practice of management

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Introduction

• Engineering Management– management of engineering activities which

are characterized by technical complexities associated with risks and uncertainties, special tools and techniques which require unique skills, dynamic environment (changes), and technology which is a key element in an engineering organization

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Introduction

• Challenges to Engineering Management– Complex tasks – Limited resources/resource competition– Changing technology– Obsolescence– Time-driven– Uncertainty and risks– Innovation and creativity/limited rewards– Matrix leadership

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Who Are Managers?

• Manager– someone who coordinates and oversees the

work of other people so that organizational goals can be accomplished. (Robbins and Coulter, 2007)

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Classifying Managers

• First-line Managers– Lowest level of management– Individuals who manage the work of non-

managerial employees– Title Examples: supervisors, shift managers,

or department/office managers

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• Middle Managers– Individuals who manage the work of first-line

managers.– Title Examples: regional manager, project

leader, plant manager, or division manager

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• Top Managers– Individuals who are responsible for making

organization-wide decisions and establishing plans and goals that affect the entire organization.

– Title Examples: executive vice president, president, managing director, chief operating officer, or chief executive officer

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Managerial Levels

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What Is Management?

• Management– Involves coordinating and overseeing work

activities of others so that their activities are completed efficiently and effectively (Robbins and Coulter, 2007)

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Management: An art or a science?

• Management is an art: when it refers to the human aspect e.g. social behavior, sensitivity, creativity, varying response to changes

• Management is a science: because it is based on a body of knowledge or principles

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Managerial Concerns

• Efficiency: refers to the relationship between inputs and outputs– Managers deal with scarce input resources

(people, money, equipment) and the concern is efficient use of these resources – “doing things right” and not wasting resources; “getting things done”

• Effectiveness: refers to the achievement of organizational goals ; “doing the right things”

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Effectiveness and Efficiency in Management

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What Do Managers Do?

• Management Functions (Functional Approach)– Planning

• Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

– Organizing• Arranging and structuring work to accomplish

organizational goals.• Determining what needs to be done, how it will be

done, and who is to do it

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What Do Managers Do? (cont’d)

• Management Functions (Functional Approach)– Leading

• Working with and through people to accomplish goals.

• Motivating, leading, and any other actions involved in dealing with people

– Controlling• Monitoring, comparing, and correcting work.• Monitoring activities to ensure that they are

accomplished as planned

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Management Functions

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• Management Roles Approach (Henry Mintzberg)– Interpersonal roles

• Figurehead, leader, liaison

– Informational roles• Monitor, disseminator, spokesperson

– Decisional roles• Disturbance handler, resource allocator, negotiator

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What Managers Actually Do (Mintzberg)?

• Interaction– with others– with the organization– with the external

context of the organization

• Reflection– thoughtful thinking

• Action– practical doing

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• Skills Approach– Technical skills

• Knowledge and proficiency in a specific field

– Human skills• The ability to work well with other people

– Conceptual skills• The ability to think and conceptualize about

abstract and complex situations concerning the organization

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Skills Needed at Different Management Levels

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Conceptual Skills• Using information to solve business problemsUsing information to solve business problems

• Identifying of opportunities for innovationIdentifying of opportunities for innovation

• Recognizing problem areas and implementing Recognizing problem areas and implementing solutionssolutions

• Selecting critical information from masses of Selecting critical information from masses of datadata

• Understanding of business uses of technologyUnderstanding of business uses of technology

• Understanding of organization’s business modelUnderstanding of organization’s business model

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Communication Skills• Ability to transform ideas into words and actionsAbility to transform ideas into words and actions

• Credibility among colleagues, peers, and Credibility among colleagues, peers, and subordinatessubordinates

• Listening and asking questionsListening and asking questions

• Presentation skills; spoken formatPresentation skills; spoken format

• Presentation skills; written and/or graphic Presentation skills; written and/or graphic formatsformats


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Effectiveness Skills• Contributing to corporate mission/departmental Contributing to corporate mission/departmental

objectivesobjectives

• Customer focusCustomer focus

• Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel

• Negotiating skillsNegotiating skills

• Project managementProject management

• Reviewing operations and implementing Reviewing operations and implementing improvementsimprovements


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Effectiveness Skills (cont’d)


• Setting and maintaining performance standards Setting and maintaining performance standards internally and externallyinternally and externally

• Setting priorities for attention and activitySetting priorities for attention and activity

• Time managementTime management

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Interpersonal Skills (cont’d)


• Coaching and mentoring skillsCoaching and mentoring skills

• Diversity skills: working with diverse people and Diversity skills: working with diverse people and culturescultures

• Networking within the organizationNetworking within the organization

• Networking outside the organizationNetworking outside the organization

• Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment

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Management Skills and Management Function Matrix

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How The Manager’s Job Is Changing

• The Increasing Importance of Customers– Customers: the reason that organizations

exist• Managing customer relationships is the

responsibility of all managers and employees.• Consistent high quality customer service is

essential for survival.

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How The Manager’s Job Is Changing

• The Increasing Importance of Innovation– Doing things differently, exploring new

territory, and taking risks• Managers should encourage employees to be

aware of and act on opportunities for innovation.

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Changes Impacting the Manager’s Job

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What Is An Organization?

• An Organization Defined– A deliberate arrangement of people to

accomplish some specific purpose (that individuals independently could not accomplish alone).

• Common Characteristics of Organizations– Have a distinct purpose (goal)– Composed of people– Have a deliberate structure

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Characteristics of Organizations

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The Changing Organization

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Why Study Management?

• The Value of Studying Management

– The universality of management

• Good management is needed in all organizations.

– The reality of work

• Employees either manage or are managed.

– Rewards and challenges of being a manager

• Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.

• Successful managers receive significant monetary rewards for their efforts.

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Universal Need for Management

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Rewards and Challenges of Being A Manager

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Basic Case Format

• Time Context• Viewpoint• Relevant Facts• Problem Statement (Issue/s)• Alternative Courses of Actions (Options)• Analysis and Evaluation of the Alternative

Courses of Actions• Conclusion and Recommendation

(Decision)

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Case Study

• A Manager’s DilemmaJovita Caranza had her career started at United Parcel Service (UPS) with her first job in1976 as part-time night-shift clerk at the Los Angeles hub to her current position as vice president of air operations, where she manages the world’s largest package distribution facility in Louisville, Kentucky. In this position, she manages half of the more than 25,000 employees and every aspect of the hub’s operation from technology and engineering to security and human resources.

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Case Study

• A Manager’s Dilemma (cont’d)Although she is Hispanic woman in a male dominated industry, Jovita’s determination. Drive, innovation, and leadership have helped her succeed. She was able to acknowledge the importance of the role her team plays and has surrounded herself with capable, skilled employees who are loyal to the company and committed to the results. She says, “I have reliance on the coordination of my team… I can rely on my staff to stay on top of what they have

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Case Study

• A Manager’s Dilemma (cont’d)responsibility for… and it is that trust factor that keeps you driven.” However, Jovita doesn’t just interact with her direct-reporting team. She remembers her early days of loading packages and realizes how important it is for her to also personally visit with frontline workers. “I value the input of the staff and frontline workers. One of my approaches is to sit back and listen and observe. You learn more by not speaking…”

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Case Study

• A Manager’s Dilemma (cont’d)Jovita’s goal for the hub include continuing to find ways to be efficient and to contain costs and continually developing her employees’ abilities. Put yourself in her shoes. What skills will be most important for Jovita to encourage her first-line supervisors to develop to help reach these goals?

1 introduction to management and organizations r-jay p. quiambao, cie

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