1. INTRODUCTION TO ENGINEERING MANAGEMENT
Lecturer : Yılmaz Bayar
References : 1) Managing Engineering and Technology,
Daniel L. Babcock and Lucy C. Morse,
Prentice Hall, 2002.
2) Lecture notes of Prof. B. Gültekin Çetiner,
Department of Industrial Engineering,
Istanbul Tecnical University, 2011.

2. Plan of the Presentation
- Definition of Engineer
- Definition of Management
Managerial Skills
Managerial Roles
Functions of Managers
Definition of Engineering Management 2 2

3. What is an Engineer? - Ingenium (Latin),
- Skillful, talent, natural capacity or clever invention,
- Early applications of clever inventions
based on military,
- Builders of talent military machines.

4. What is an Engineer? The first issue (1866) of the English
Journal Engineering;
The art of directing the great sources of power in nature,
for the use and
convenience of man.
Is it an art or profession?

5. What is an Engineer?
Modern Definition of Engineering By ABET (Accrediting Board for Engineering and Technology);
The profession in which a knowledge of the technical, mathematical and natural sciences gained by study, experience and practice is applied with judgement to develop ways economically in order to utilize the materials and forces of the nature for the benefit of mankind.

6. What is an Engineer?
Engineer : A person applying his mathematical and science
knowledge properly for mankind.
It is a discipline not an art.

7. What is Management?
Directing the actions of a group to achieve a goal in most efficient manner
Getting things done through other
people
Process of achieving organizational goals by working with and through people and organizational resources

8. What is Management? Top-level management (president,
executive vice president)
- Middle-level management
(chief engineer,
division head etc.)
First-line management
(foreman, supervisor,
section chief) 8 8

9. What is Management? First-line management:
- Directly supervise non-managers.
Carry out the plans and objectives
of higher management using the
personnel & other resources assigned
to them.
Short-range operating plans governing
what will be done tomorrow or next
week, assign tasks to their workers,
supervise the work that is done and
evaluate the performance of workers. 9 9

10. What is Management? Middle-level management:
- Manage through other managers,
Make plans of intermediate range to
achieve the long-range goals set by
top management,
Establish departmental policies,
evaluate the performance of subordi-
nate work units & their managers,
Provide; Integrating and coordinating
function,
Orchestrate the decisions & activities
of first-line management. 10 10

11. What is Management? Top-level management:
- Represent the the whole enterprise,
- Responsible for defining the character,
mission and objectives of the enterprise
Establish & review criterias for
long-range plans.
Evaluate the performance of major
departments. 11 11

12. Managers need three (3) types of skills:
Managerial Skills
Managers need three (3) types of skills:
Technical:
Specific subject related skills such
as engineering, accounting, etc…
Interpersonal:
Skills related to dealing with
others and leading, motivating or controlling them.
Conceptual:
Ability to realize the critical
factors that will determine as
organization’s success or failure.
Ability to see the forest in spite
of the trees. 12 12

13. Managerial Skills Managerial Level: First-line Middle Top % 15
% 40
Technical Skills
% 45
Interpersonal Skills
% 45
Conceptual Skills
% 40
% 15

14. Managerial Roles (What Managers Do) Interpersonal roles
Informational Roles
Decisional Roles

15. Managerial Roles Interpersonal roles:
Outward
Figurehead role: Outward relationship
Leader role: Downward relation
Liaison role: Horizontal relation
Horizontal
Downward

16. Managerial Roles Informational Roles:
Monitor Role: Collects information about
internal operations and external events.
Disseminator Role: Transforms information
internally to everybody in organization
(like a telephone switchboard)
Spokesman Role: Public relations

17. Managerial Roles Decisional Roles:
Entrepreneurial Role: Initiates changes, assumes risks, transforms ideas into useful products.
Disturbance Handler Role: Deals with unforeseen problems and crisis.
Resource Allocator Role: Distributing resources.
Negotiator Role: Bargains with suppliers, customers etc. in favor of enterprise.

18. Functions of Managers
Planning: Selecting missions and objectives. Requires decision making.
Organizing: Establishing the structure for the objective.
Staffing: Keeping filled the organization structure
Leading: Influencing people to achieve the objective
Controlling: Measuring and correcting the activities

19. Functions of Managers Management can be classified into one of
four categories:
An organizational or administrative
process,
2) A science, discipline or art,
3) The group of people running
an organization,
4) An occupational career.

20. Management: Is it an art or science?
Functions of Managers
Management: Is it an art or science?
Management has a body of specialized
knowledge.
This knowledge need not to be obtained
in formal disciplined programs.
Somewhere between art and science.
(Engineering + Management = Discipline+Art)
Again somewhere between art and science.

21. What is Engineering Management?
Directing supervision of engineers and/or engineering functions.
Definition of Engineering Manager:
An engineer possessing both abilities to apply engineering principles and skills in organizing and directing people and projects.

22. What is Engineering Management?
Why Engineering Managers?
Competition is global and companies need
these people to compete successfully.
The advantages of having an engineer
as a manager;
Has the ability of thinking sistematically,
Has technical, mathematical & natural
sciences talents,
Seizes the research & development as an
oppurtinity, not a cost.

23. What is Engineering Management?
Advantages of Understanding Technology in Top Management
Understanding the business thoroughly,
Understanding technology driving the
business today and technology that will
change the business in future,
Treating Research and Development as
an investment not an expense to be
minimized,

24. What is Engineering Management?
Advantages of Understanding Technology in Top Management
Spending more time on strategic thinking,
Dedicating a customer’s problem (true
marketing via customer relations),
Place a premium on innovation.