Management and

Engineering
Concepts
By:
Michael Angelo Ledesma
Helvin Obanil

Early
Thinking
of
Management

Persons Behind Early

Thinking of Management
Niccolo
Machiavelli

Sun Tzu

Niccolo Machiavelli
He was for many years an
official in theFlorentine
Republic, with responsibilities
in diplomatic and military
affairs.
Machiavellian to describe
cunning and manipulative
opportunists.

Principles of Machiavelli
An organization is more stable if
members have the right to express
their differences and solve their
conflicts within it.
While one person can begin an
organization, it is lasting when it is
left in the care of many and when
many desire to maintain it.

Principles of Machiavelli
A weak manager can follow a
strong one, but not another
weak one, and maintain
authority.
A manager seeking to change
an established organization
should retain at least a
shadow of the ancient
customs.

Sun Tzu
He was aChinesemilitary
general, strategist, and
philosopher during theZhou
dynasty'sSpring and Autumn
Period.
Wrote The Art of War

Sun Tzus Dictums

When the enemy advances,
we retreat!
When the enemy halts, we
harass!
When the enemy seeks to
avoid battle, we attack!
When the enemy retreats, we
pursue!

WHY STUDY
MANAGEMENT
THEORY?

Theories
These are perspectives with
which people make sense of
their world experiences.
Formally, a theory is a
coherent group of assumptions
put forth to explain the
relationship between two or
more observable facts

Reasons
First, theories provide a stable
focus for understanding what we
experience. A theory provides
criteria for determining what is
relevant.
Second, theories enable us to
communicate efficiently and thus
move into more and more
complex relationships with other
people.

Classical
Theories
of
Management

-Frederick Taylor
If a work is analysed
scientifically,
it will be possible to find one
best
way to do it.

Scientific Management
Application of scientific
principles for studying and
identifying management
problems

Principles of Scientific
Management
Science, not rule of thumb
Harmony, not discord
Cooperation, not individualism
Development of each and
every person to his/her
greatest efficiency and
prosperity

Science, not rule of

thumb
Determine time required to
perform a job.
Determine a fair days work for
workmen.
Determine the best way of doing
work.
Set work standards.

Harmony, not discord

All members of the group should
carry out their tasks in harmony to
contribute more than the sum of
their individual contributions.

Cooperation, not
individualism
There should be complete
cooperation between
management and employees.

Development of each
and every person to
his/her greatest
efficiency and prosperity
Managers should select each
employee scientifically, assign
work according to his/her
physical, mental and intellectual
capabilities.

Techniques of Scientific
Management
Functional foremanship
Standardisation of work
Simplification of work
Fatigue study
Method study
Time study
Motion study
Differential piece wage system
Mental revolution

Functional foremanship
A technique which involves supervision of
a worker by several specialist foremen.

Standardisation of work
Standardisation of process, raw
material, time, product,
machinery, methods or working
conditions is necessary to achieve
standard output from workers.

Simplification of Work
Simplification refers to elimination
of superfluous varieties, sizes and
dimensions.
This results in a reduced
inventories, further utilization of
equipment and increasing
turnover.

Fatigue Study
Technique to determine the
amount of rest intervals in
completing a task.
Taylor suggested that workers in
an organization should be given
frequent rest process to regain
stamina and work again with the
same capacity. This will result in
increased productivity.

Method Study
Technique used to determine the
best way of doing a job in order to
reduce the cost of production and
increase the satisfaction of
costumers.

Time Study
This determines the standard time
taken to perform a well-defined
job.

Motion Study
Close observation of the
movements of body and limbs
required to perform a job.

Differential Piece Wage

System
Method of wage payment in which
workers are paid at different rates
as per their performances.

Mental Revolutions
Involves a complete change in
the attitude of workers and
management towards each
other

<<<

manage
is to
forecast and plan, to organize,
-Henry
Fayol
command, to coordinate and to control. To
esee and plan means examining the future
d drawing up the plan of action. To organize
ans building up the dual structure, material
d human, of the undertaking. To command
ans binding together, unifying and
monizing all activity and effort. To control
ans seeing that everything occurs in
nformity with established rule and
pressed demand.

Administrative Theory
Emphasized management
functions and attempted to
generate broad administrative
principles that would serve as
guidelines for the rationalization
of organizational activities

Principles of Management
Division of work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Subordination of individual
interest in general interest
Remuneration of employees

 Centralisation and
decentralisation
Scalar chain
Order
Equity
Stability of Personnel
Initiative
Espirit De Corps

Division of work
A person is not capable of doing
all types of work. Thus, work
should be divided into tasks.

Authority and
Responsibility
Authority right to give orders
and power to get exactness from
their subordinates
Responsibility being accountable

Discipline
Subordinates should respect their
superiors and obey their orders.
Superiors should also honour their
subordinates commitments
without any prejudice.

Unity of command
States that each individual
employee in a formal organisation
should receive orders from and be
responsible to only one supervisor.

Unity of direction
There should be one head and one
plan for a group of activities
having the same objectives.

Subordination of
individual interest to
general
interest
This ensures welfare of the
organisation as well as its
individual members.

Remuneration of
employees
The overall pay and compensation
should be fair to both employees
and the organisation

Centralisation and
Decentralisation
An organization should maintain
proper and effective adjustment
between centralisation and
decentralisation in order to
achieve maximum objectives.

Scalar Chain

Order
States that there should be proper
systematic and orderly
arrangement of physical and
social factors, such as land, raw
materials, equipment, and
employees respectively.

Equity
Emphasises kindliness and justice
in the behaviour of managers
towards workers to ensure loyalty
and devotion among employees.

Stability of personnel
Employee turn-over should be
minimized to maintain
organisational efficiency.

Initiative
Taking the first step with self
motivation.

Espirit de Corps
Team spirit

<<<

-Max Weber
Precision, speed, unambiguity,
knowledge of files, continuity,
discretion, unity, strict
subordination, reduction of friction
and of material and personal costs
- these are raised to the optimum
point in the strictly bureaucratic
administration.

Bureaucratic Theory
Bureaucracy - a large group of
people who are involved in
running a government but who
are not elected
According to Weber, bureaucracy
is the most efficient form of
organisation.
The organisation has a welldefined line of authority.
It has clear rules and regulations

Three types of Legitimate

Authority
Traditional
Charismatic
Rational

Tenets of Bureaucracy
Rules
Specified sphere of competence
Specialized training
Workers do not own technology
No entitlement to official
position by incumbent
Everything written down
Maintenance of ideal type

Behavioral School
A group of management scholars
trained in sociology, psychology,
and related fields, who use their
diverse knowledge to propose
more effective ways to manage
people in organizations.

Human Relations
How managers interact with
other employees or recruits.

Hawthorne Effect
The possibility that workers
who receive special attention
will perform better simply
because they received that
attention.

THEORY X and Y
Theory X A traditional view of
motivation that holds that work
is distasteful to employees, who
must be motivated by force,
money, or praise.
Theory Y - The assumption that
people are inherently motivated
to work and do a good job.

Responsibilities
of Engineers as
Managers

Responsibilities of
Engineers as
Managers
To employer/client
To subordinates
Managers also have
some responsibilities as
engineers (to public, to
self, to profession, ...)

Responsibilities of Engineer
Managers--To Employer/Client
Project oriented...
Manage projects, not details--dont
micromanage
Prioritize projects--keep all projects
on workable timelines
Watch finances--keep accurate
records of expenditures in time and
money by project
Reporting--provide timely reporting to
employer or client

Responsibilities of Engineer
Managers--To Employer/Client

People oriented...
Manage personnel matters-prompt and fair rewards and
discipline; maintain workerfriendly work environment
Keep abreast of legal and
regulatory constraints

Responsibilities of Engineer
Managers--To Subordinates
Provide challenges, delegate
responsibilities; but make sure that
systems for appropriate design
reviews and checks are in place and
working.
Provide growth opportunities--assign
projects with regard for the need of
young engineers to gain diverse
experience, encourage continuing
education, facilitate mentoring

Responsibilities of Engineer
Managers--To Subordinates
Emphasize importance of
professional ethics, set and expect
high standards.
Get to know subordinates and their
families.
encourage quality relationships
between subordinates and families-be careful not to overload people
with too much required overtime.

Responsibilities of Engineer
Managers--To Subordinates
Manage personnel matters--prompt
and fair rewards and discipline;
maintain worker-friendly work
environment (same as managers
responsibility to the employer!)
Provide frequent positive feedback
and encouragement. When
negative feedback is needed, offer
it in private.

Some other thoughts for

engineer managers...
Try to hire people who are smarter
than you (T. J. Hirsch).
Keep in mind an overview of the
processes used in your office to
produce engineering products; strive
for continuous improvement.
When tangible rewards (raises) are not
possible, an appreciative word of
thanks and encouragement is useful.

Some other thoughts for

engineer managers...
Reward critical loyalty to
employer.
Encourage and facilitate
communication about
employee concerns.
Keep good written records of
personnel issues.