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    1. The document discusses the roles and functions of engineers, including their responsibilities in different job levels and specializations. It also discusses engineering management and the skills required of engineer managers. 2. Engineering management involves combining technical knowledge with organizing worker power, materials, and resources to achieve objectives. Successful engineer managers have ability, motivation to manage, and are given opportunities to manage. 3. Engineer managers require qualifications like an engineering degree, experience, supervision training, and engineering management training depending on the organization and products/services.

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    Group 1 Reporting

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    1. The document discusses the roles and functions of engineers, including their responsibilities in different job levels and specializations. It also discusses engineering management and the skills required of engineer managers. 2. Engineering management involves combining technical knowledge with organizing worker power, materials, and resources to achieve objectives. Successful engineer managers have ability, motivation to manage, and are given opportunities to manage. 3. Engineer managers require qualifications like an engineering degree, experience, supervision training, and engineering management training depending on the organization and products/services.

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    1. The document discusses the roles and functions of engineers, including their responsibilities in different job levels and specializations. It also discusses engineering management and the skills required of engineer managers. 2. Engineering management involves combining technical knowledge with organizing worker power, materials, and resources to achieve objectives. Successful engineer managers have ability, motivation to manage, and are given opportunities to manage. 3. Engineer managers require qualifications like an engineering degree, experience, supervision training, and engineering management training depending on the organization and products/services.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    12 views24 pages

    Group 1 Reporting

    Uploaded by

    megumik136
    1. The document discusses the roles and functions of engineers, including their responsibilities in different job levels and specializations. It also discusses engineering management and the skills required of engineer managers. 2. Engineering management involves combining technical knowledge with organizing worker power, materials, and resources to achieve objectives. Successful engineer managers have ability, motivation to manage, and are given opportunities to manage. 3. Engineer managers require qualifications like an engineering degree, experience, supervision training, and engineering management training depending on the organization and products/services.

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    LET'S LEARN!

    GROUP 1:
    DONNA JEAN BALENTOZA
    JOHN PATRICK FRUELDA
    NICHOLAI NAZAR
    CYRIL DALISAY
    THE FIELD OF ENGINEERING MANAGEMENT

    Engineers are expected to perform a variety of tasks depending on their


    specialization and job level. It is important to the engineer that he knows what is
    expected of him so that he may be able to perform his job effectively and efficiently.
    His next concern will be to identify the skills required but which he does not have. As
    engineers are not trained to directly deal with people, it is expected that their
    weakness will most often be on people-based skills. This difficulty will be more
    apparent once they are assigned to occupy management positions. It follows that if
    the engineer manager would want to do his job well, some exposure to engineering
    management activities becomes necessary.
    THE FUNCTIONS OF THE ENGINEER
    Since prehistoric times, mankind has benefited from the various tools, equipment, and
    projects developed by engineers. Among these are the following:

    1. the stone bladed axe which was a very useful tool; and the irrigation system used
    to promote crop growing 6000 to 3000 B.C.;
    THE FUNCTIONS OF THE ENGINEER

    2. the pyramids of Egypt 3000 to 600 B.C 400.


    THE FUNCTIONS OF THE ENGINEER
    3. roadbuilding by the Romans-600 B.C. to A.D. 400,
    THE FUNCTIONS OF THE ENGINEER

    4. the production of paper and gunpowder by the Chinese 100 A.D. to 1600 A.D
    THE FUNCTIONS OF THE ENGINEER

    5. the production of steam engine and the spinning and weaving machinery
    1601 A.D. to 1799 A.D.,
    THE FUNCTIONS OF THE ENGINEER
    6. the manufacture of cars and household appliances modern times
    Even as engineers are currently producing solutions to many of the difficulties faced by
    mankind, much is still expected of them. Their outputs, new or improvements of old ones, are very
    much needed in the following specific problem concerns:

    1. the production of more food for a fast growing world population;


    2. the elimination of air and water pollution;
    3. solid waste disposal and materials recycling:
    4. the reduction of noise in various forms;
    5. supplying the increasing demand for energy;
    6, supplying the increasing demand for mobility;
    7. preventing and solving crimes; and
    8. meeting the increasing demand for communication facilities.
    Specifically, the functions of engineering encompass the following
    areas:

    1. Research-where the engineer is engaged in the process of learning about nature and codifying
    this knowledge into usable theories.
    2. Design and development-where the engineer undertakes the activity of turning a product
    concept to a finished physical item. Design for manufacturability and value engineering teams (a
    feature of some companies) are charged with improvement of designs and specifications at the
    research, development, design, and production stages of product development.
    3. Testing- where the engineer works in a unit where new products or parts are tested for work-
    ability.
    4. Manufacturing-where the engineer is directly in charge of production personnel or assumes
    responsibility for the product.
    Specifically, the functions of engineering encompass the following
    areas:
    5. Construction- this is where the construction engineer (a civil engineer) is either directly in charge
    of the construction personnel or may have responsibility for the quality of the construction
    process.
    6. Sales-where the engineer assists the company's customers to meet their needs, especially those
    that require technical expertise.
    7. Consulting- where the engineer works as consultant of any individual or organization. requiring
    his services.
    8. Government-where the engineer may find employment in the government performing any of
    the various tasks in regulating, monitoring, and controlling the activities of various institutions,
    public or private.
    9. Teaching- where the engineer gets employment in a school and is assigned as a teacher of
    engineering courses. Some of them later become deans, vice presidents, and presidents.
    10. Management-where the engineer is assigned to manage groups of people performing specific
    tasks.
    THE ENGINEER IN VARIOUS TYPES OF ORGANIZATION

    From the viewpoint of the engineer, organizations may be classified according to the
    degree of engineering jobs performed:
    1. Level One-those with minimal engineering jobs like retailing firms.
    2. Level Two-those with a moderate degree of engineering jobs like transportation companies.
    3. Level Three- those with a high degree of engineering jobs like construction firms.

    General

    Management
    skills required

    Specialized

    Level Level Level


    1 2 3
    The Firm’s Quantity of Engineering Jobs
    WHAT IS ENGINEERING MANAGEMENT?

    • Engineering management refers to the activity combining "technical


    knowledge with the ability to organize and coordinate worker power,
    materials, machinery, and money."
    When the engineer is assigned to supervise the work of even a few
    people, he is already engaged in the first phase of engineering management.
    His main responsibility is to lead his group into producing a certain output
    consistent with the required specifications.

    The top position an engineer manager may hope to occupy is the general
    managership or presidency of any firm, large or small. As he scales the
    management ladder, he finds that the higher he goes up, the less technical
    activities he performs, and the more management tasks he accepts. In this
    case, it is but proper that the management functions taught in pure
    management courses be well understood by the engineer manager.
    MANAGEMENT DEFINED

    • Since the engineer manager is presumed to be technically competent in his specialization, one
    may now proceed to describe more thoroughly the remaining portion of his job, which is
    management.
    • Management may be defined as the "creative problem solving process of planning, organizing,
    leading, and controlling an organization's resources to achieve its mission and objectives."
    THE PROCESS OF MANAGEMENT

    • Management is a process consisting of planning. organizing, directing (or


    leading), and controlling.
    • Explained in a simple manner, management must seek to find out the
    objectives of the organization, think of ways on how to achieve them, decide
    on the ways to be adapted and the material resources to be used, deter-
    mine the human requirements of the total job, assign specific tasks to
    specific persons, motivate them, and provide means to make sure that the
    activities are in the right direction.
    REQUIREMENTS FOR THE ENGINEER MANAGER'S JOB

    Depending on the type of products or services a firm produces, the engineer


    manager must have the following qualifications:

    1. a bachelor's degree in engineering from a reputable school; In some cases, a


    master's degree in engineering or business management in 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

    Successful engineer managers do not happen as a matter of chance, although luck is a


    contributory factor. It is very important for the engineer manager to know the various
    factors leading to successful management.
    Kreitner indicates at least three general preconditions for achieving lasting success as a
    manager. They are as follows:

    1. ability
    2. motivation to manage, and
    3. opportunity.
    Ability

    Managerial ability refers to the capacity of an engineer manager to achieve


    organizational objectives effectively and efficiently.

    Effectiveness, according to Higgins, refers to a description of "whether objectives are


    accomplished", while efficiency is a description of the relative amount of resources
    used in obtaining effectiveness."
    To illustrate:
    If a civil engineer was asked by his superiors to finish a 100-kilometer road
    cementing project within eight months, he is said to be effective if he finished the job
    within the required period. On the other hand, his efficiency is measured by the inputs
    (labor and materials) he poured into the project in relation to the actual output (the 100
    kilometer road). If the same output is made with less inputs, the more efficient the civil
    engineer becomes.
    Motivation to Manage
    Many people have the desire to work and finish specific tasks assigned by
    superiors, but not many are motivated to manage other people so that they may con
    tribute to the realization of the organization's objectives.
    A management researcher, John B. Miner, developed a psychometric instrument to
    measure objectively an individual's motivation to manage. The test is anchored to the
    following dimensions:

    1. Favorable attitude toward those in positions of authority, such as superiors.


    2. Desire to engage in games or sports competition with peers.
    3. Desire to engage in occupational or work-related competition with peers.
    4. Desire to assert oneself and take charge.
    5. Desire to exercise power and authority over others.
    6. Desire to behave in a distinctive way, which includes standing out from the crowd.
    7. Sense of responsibility in carrying out the routine duties associated with managerial
    work.
    Opportunity

    Successful managers become possible only if those having the ability and motivation are
    given the opportunity to manage. The opportunity for successful management has two
    requirements:

    1. Obtaining a suitable managerial job, and


    2. Finding a supportive climate once on the job.
    THANK YOU!

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