Managing Engineering and
Technology
Sixth Edition
Morse and Babcock
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Managing Engineering and Technology
Sixth Edition
Morse and Babcock
Engineering and Management
Chapter 1
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Chapter Objectives
• Describe the origins of engineering
practice
• Identify the functions of management
• Explain what is Engineering
Management
• Explain the need for engineers in
management
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Origins of Engineering
• The word engineer and ingenuous
both come from the Latin ingenium
which means a talent, natural
capacity, or clever invention.
• Early applications of these were
military ones.
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Heritage of the Engineer
• Engineering was an art for long
centuries before it became a science.
Its origins go back to utmost
antiquity.
• From first fire, Romans, da Vinci,
Galileo, Franklin, Wright brothers,
Westinghouse, Gates, Jobs…
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Beginnings of Engineering
Education
• Military – British, French
• Military – WestPoint, Annapolis
• US – land grant colleges
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Engineering as a profession
• 1866 – English journal –the
profession of the engineer…”the art
of directing the great sources of
power of nature, for the use and
convenience of man”
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What Engineers Do?
• Engineering – a branch of science
and technology concerned with the
invention, design, building,
maintenance, and improvements of
structures, machines, devices,
systems, materials and processes.
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Engineers
•
•
•
•
•
Different of other academic paths
Academic knowledge
Practical training
Experience
Work study
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Types of Engineers
•
•
•
•
•
•
•
Aeronautical/Aerospace
Mechanical
Electrical
Chemical
Civil
Industrial
Others
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Engineering Employment
•
•
•
•
•
•
Switch employers
Large and small companies
Upgrade skills
Education
Professional Certifications
Government
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Management Defined
• The work of creating and maintaining
environments in which people can
accomplish goals efficiently and
effectively.
• The process of achieving desired
results through efficient utilization of
human and material resources
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Management Definitions
• Organizational or administrative
process
• Group running an organization
• Occupational career
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Management Levels
• First Line mangers
• Middle managers
• Top mangers
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Engineers who became CEO
•
•
•
•
•
•
Darren Woods – ExxonMobil – EE
Tim Cook – Apple – IE
Jeff Bezos – Amazon – EE/CS
Mary Barra – GM – EE
Larry Page – Google – CS
Tom Engibous – TI - EE
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Managerial Skills
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Managerial Roles:
Mintzberg
• Interpersonal
– Figurehead
– Leader
– Liaison
• Informational
– Monitor
– Disseminator
– Spokesperson
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Managerial Roles:
Mintzberg, cont.
• Decisional
– Entrepreneurial
– Disturbance Handler
– Resource Allocator
– Negotiator
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Functions of Managers:
Fayol
•
•
•
•
•
Planning
Organizing
Command
Coordination
Control
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Functions of Managers:
Kootz
• Planning
• Organizing
– Staffing
• Leading
• Controlling
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Engineering Management
• Direct supervision of engineers or of
engineering functions
• Or, application of quantifiable
methods and techniques to practice
of management
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Babcock
Engineering Managers are
distinguished from other managers
because they possess both the
ability to apply engineering
principles and skill in organizing and
directing people and projects.
Prentice Hall, 2006
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Engineering Management
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Engineering Management
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© 2014 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
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Managing Engineering and
Technology
Sixth Edition
Morse and Babcock
© 2014 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
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Managing Engineering and Technology
Sixth Edition
Morse and Babcock
Historical Development of
Engineering Management
Chapter 2
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Chapter Objectives
• Describe the origins of engineering
management
• Identify the different basic management
philosophies
• Discuss the future issues that will affect
the continued development of engineering
management
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Ancient – Egyptians
• 4000 – 1600 B.C.
• Used managerial principles
• Built pyramids
• Used job descriptions
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Ancient – Military
• 300 B.C.
• Cyrus
Use of staff
Recognized use of order and division of work
• Alexander the Great
Distinction between line and staff
Used discipline and delegation
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Ancient – Romans
• 284 B.C.
• Estate and farm management
• Emphasis on personnel selection
and placement
• Known for building roads, bridges,
and water management
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Medieval Period
• Four centuries of Dark Ages
• No books on management written
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Origins – Arsenal of Venice
•
•
•
•
•
Early 1400s
Manufacturing
Numbering of inventory parts
Standardization of parts
Assembly line
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Industrial Revolution
1750 – 1800
– Spinning Jenny
– Water Frame
– Mill
– Power Loom
– Power Loom
– Chlorine Bleach
– Steam Engine
– Screw-cutting
Lathe
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Industrial Revolution
Problems of the Factory System
•
•
•
•
Recruiting/Training Workers
Explosive Growth in Mill Towns
Supervisors, No Background
Upper Management, Sons or
Relatives
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Management Philosophies
• Scientific
• Administrative
• Behavioral
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Scientific Management
Frederic W. Taylor: (1856–1915)
Father of Scientific Management
– Time and Motion Studies
– Believed in selecting, training, teaching,
and developing workers
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Scientific Management
Frank B. Gilbreth: (1868–1924)
Devised a system for classifying
hand motions into 17 basic divisions
Therbligs
Lillian Moller Gilbreth: (1878–1972)
First Lady of Management
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Scientific Management
• Replaced old rule of thumb
• Believed in selecting, training,
teach and developing workers
• Time Study
• Standards planning
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Administrative Management
• Henri Fayol
• Max Weber
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Henri Fayol 1841–1925
• Engineer
• Developed 14 “General Principles of
Administration”
• Divided management activities into
five divisions
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Fayol
•
•
•
•
•
Planning
Organizing
Command
Coordination
Control
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Administrative
Functions of Managers
•
•
•
•
•
Planning
Organizing
Staffing (included in organizing)
Leading
Controlling
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Comparison:
Fayol and Taylor
• Both referenced functional
specialization
Fayol – principles of management
Taylor – secure efficiencies
• Both emphasized “one best way”
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Administrative Management
• Max Weber (1864–1920):
Major influence in a classical
organizational theory
–
–
–
–
–
–
Division of labor
Hierarchy of authority
Employment based on expertise
Inflexible
Rigid
Impersonal
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Behavioral Management
• Hawthorne Studies
• Abilene Paradox
• Maslow
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Behavioral Management:
Hawthorne Studies – 30s
Original intent was find the level of
illumination that made the work of
female coil winders, relay assemblers,
and small parts inspectors more
efficient.
Conclusion – persons singled out for
special attention perform as expected
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Behavioral Management:
Abilene Paradox
Failing to manage agreement
effectively
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Behavioral Management:
Maslow – 60s
• Hierarchical theory of human needs
Biological / Physiological Needs
Security / Safety Needs
Social Needs
Ego Needs
Self-actualization Fulfillment
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Contemporary Management
Issues: Challenges
•
•
•
•
•
•
Quality and Productivity
Customer Focus
Information Technology
Project Management
Globalization
Management Theory and Leadership
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Contemporary Management
Applied Perspectives
•
•
•
•
•
Peter Drucker
Peter Senge
Steven Covey
Tom Peters
Scott Adams
• Michael Porter
• Jim Collins
• Thomas Friedman
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Managing Engineering and
Technology
Sixth Edition
Morse and Babcock
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Managing Engineering and Technology
Sixth Edition
Morse and Babcock
Leading Technical People
Chapter 3
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Objectives
• Explain the difference between leaders
and managers
• Describe the nature of leadership and its
significance to an organization
• Address the application of servant
leadership in current organizations
• Recognize the different views of
motivation
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If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.
–John Quincy Adams
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Leadership
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Managers
Leaders
Administer
Innovate
Ask how and when
Ask what and why
Focus on systems
Focus on people
Do things right
Do the right things
Maintain
Develop
Short term perspective
Longer term perspective
Imitate
Originate
Are a copy
Are original
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storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
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Leadership Secrets
•
•
•
•
•
•
•
Clear vision
Communicate
Listen
Surround yourself with a strong team
Golden rule
Lead by example
Innovate and plan
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Leadership
• Nature of Leadership
– It is the ability to get people to do what they don’t
want to do and like it
• Leadership Traits
–
–
–
–
Physical Qualities
Personal Attributes
Character Attributes
Intellectual Qualities
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Leadership Continuum
•
•
•
•
Autocratic
Diplomatic
Consultative
Participative
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Management Forces
• Forces in the manager
• Forces in the subordinate
• Forces in the situation
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storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
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Components of Leadership
•
•
•
•
•
•
Have a set of beliefs
Be optimistic
Understand courage
Prepare relentlessly
Create a strong team
Communicate
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Servant Leadership
• Devote themselves to organization
• Focus on the needs of those they
lead
• Develop employees
• Coach others
• Listen
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Leadership Examples
•
•
•
•
•
•
•
•
Jack Welch
Shackleton
Rudy Giuliani
Oprah Winfrey
Bill Gates
George Washington
Hsun Tzu
Bill Swanson
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storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
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Motivation
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Motivation
Dale Carnegie states that “there is only
one way under high heaven to get
anybody to do anything. And that is
by making the other person want to
do it.”
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Motivation Theories
• McGregor
• Maslow
• Herzberg
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McGregor:
Theory X and Theory Y
• Theory X – authoritarian
management style
• Theory – participative management
style
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Maslow’s Hierarchy
•
•
•
•
•
Physiological
Safety
Love
Esteem
Self-actualization
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Maslow, cont.
Higher Level
• Self-Actualization
Realizing one’s full potential;
Creativity, self-development
• Esteem
Self respect, prestige, recognition
• Affiliation
Acceptance by others, being part of a
group
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Maslow, cont.
Lower Level
• Security/Safety
Job security, predictable work
environment
• Physiological
Food, shelter, air, water
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Herzberg’s Two-Factor
Theory
• Motivator factors that are intrinsic to
the job
• Hygiene factors that are intrinsic to
the job
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Hygiene Factors
•
•
•
•
•
Salary
Working Conditions
Company Policies
Relationship with Boss
Relationship with Peers
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Motivator Factors
•
•
•
•
•
Recognition
Work Itself
Responsibility
Advancement
Achievement
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Behavior Modification
•
•
•
•
Positive reinforcement
Negative reinforcement, or avoidance
Punishment
Extinction
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Differences Among
Technical Professionals
• Scientists vs. engineers
• Field of technical employment
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Answer three questions in one paragraph for each one and some questions are available you just need periphrasis
No plagiarism
1-What are the different dimensions of the terms engineering and management? Discuss.
2-Read at least part of In Search of Excellence, and elaborate on one significant finding of
Peters and Waterman.
3-From your analysis of the findings of Harris (Table 3-1), why do you think engineers look for
different qualities in their managers as they (the engineers) grow in experience?
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