ENG MAN

• Engineer - A person applying his mathematical and science knowledge properly for mankind.
• Top Management - they are esponsible for defining the character, mission, and objectives of the enterprise.
• Middle Management - they make plans of the intermediate range to achieve the long-range goals set by top management, establish departmental policies, and evaluate the performance of subordinate work units and their managers
• First-line Managers - they carry out the plans and objectives of higher management using the personal and other resources assigned to them and directly supervise non-managers.
• Managers need 3 types of skills:

  • Conceptual
  • Technical
  • Interpersonal
• Planning - It is a function of manager that selects missions and objectives and requires decision making
• Organizing - It is function of manager that establishes the structure for the objective
• Staffing is a function of a manager where they keep filling the organization structure.
• Influencing people to achieve the objective is a function of a manager called Leading
• Measuring and correcting the activities is one of the function of a manager called Controlling
• Interpersonal roles is one of the Managerial Roles that has:

  • Figurehead role - outward relation that represents the organization
  • Leader Role - a downward relation where they leads the team or entire organization
  • Liaison Role - horizontal relation where they develops internal and external relationships
• Informational roles is a managerial role that has subroles called:

  • Monitor role who collects information about internal and external events and identifies the problem of the organization
  • Disseminator role who transform information to everbody in the organization like a telephone
  • Spokesman role who has public relations and speaks for the organization.
• One of the managerial roles is called Decisional roles that has:

  • Enterpreneurial role who initiates changes, assume risks and transform ideas into useful products
  • Disturbance handler role who deals with unforeseen problems and crisis. fixes the problem
  • Resource Allocator role where they distributing resources. determines how and where to apply organizational resources
  • Negotiator role who bargains with suppliers, customers, etc. in favor of enterprise
• Directing supervision of engineers or of engineering functions by narrow definition is called Engineering Management
• By proper definition of Engineering Management is an engineer possessing both abilities to apply engineering principles and skills in organizing and directing people and projects.
• Management can be classified into one of 4 categories:

  • An organizational or administrative process
  • A science, discipline, or art
  • The group of people running an organization
  • An occupational career
• The 6 M's of Engineering Management are:

  • Manpower
  • Money
  • Machine
  • Materials
  • Methodology
  • Market
• Functional Areas is type of plans that has:

  • Marketing plan - Business document outlining your marketing strategy and tactics
  • Production plan - Written document that states the quantity of output the company must produce while maximizing the company's resources.
  • Financial plan - It summarizes the current financial situation of the firm, analyzes financial needs and recommends a direction for financial activities.
  • Human resource management plan - It indicates the human resource needs of a company, detailed in terms of quality and quantity and based on the company's strategic plans.
• The common contents of a production plans are:

  1. The amount of capacity a company must have
  2. How many employees are required
  3. How much material must be purchased
• Contents of a Financial Plan:

  1. An analysis of the firm's current financial condition
  2. Sales forecast
  3. Capital budget
  4. Cash budget
  5. A set of projected financial statements
  6. The external financing plan
• Contents of a Human Resources Plan:

  1. Personnel requirements of the company
  2. Plans for recruitment and selection
  3. Training plan
  4. Retirement plan
• PLANS WITH TIME HORIZON:

  • Short-range plans are plans which are intended to cover a period of less than a year
  • Long-range plans are plans which cover a time period of more than a year.
• One of the plan according to FREQUENCY OF USE is Standing Plans. It is a plan which is used repeatedly that has:

  1. Policies - Broad guidelines to aid managers at every level in making decisions about recurring situations or functions.
  2. Procedures - Plans that give the exact series of actions to be taken at a given situation.
  3. Rules - Statements that either require or forbid a certain action.
• One of the plans according to FREQUENCY OF USE is called Single-Use plans which are relatively unique and unlikely to be repeated.

  It has:

  1. Budgets - A plan which sets fourth projected expenditures for an activity and explains where the required funds will come from.
  2. Program - Single-use plan designed to coordinate a large set of activities.
  3. Project - A plan which is usually more limited in scope than a program and is usually prepared to support a program.
• 3 Parts of Strategic Plan are:

  1. Company or Corporate Mission - Refers to the strategic statement that identifies an organization exists, its philosophy of management, and its purpose as distinguished from other similar organizations in terms of products, services, and market.
  2. Objectives or Goals
  3. Strategies
• The plan for top management is strategic plan which spells out "the decision about long-range goals and the course of action to achieve these goals".
• Tactical or Intermediate plan is for middle management which designed to support the strategic plan
• For the low management they are doing the operational plan which the process of determining how specific tasks can best be accomplished on time with available resources.
• The process of planning goes like this:

  1. Setting goals that means provide a sense of direction
  2. Developing tactics where tactic is a short-term action taken by the management to adjust negative internal or external influences
  3. Determining Resources Needed to satisfy strategic requirements.
  4. Setting Standards that may defined as "a quantitative or qualitative measuring device designed to help monitor the performances of people, and capital goods or products".
• 3 types of plans are functional areas, time horizon and frequency of use
• The SWOT analysis stands for

  S - Strengths

  W - Weaknesses

  O - Oppurtunities

  T - Threats
• The strategies assessment based on SWOT analysis are

  1. Market Development
  2. Market Penetration
  3. Product Development
• PEST analysis is a tool that helps you understand the "big picture" forces of change that your business or company is exposed to, and, from this, take advantage of the opportunities that they present. It stands for

  P - Political

  E - Economic

  S - Social

  T - Technological
• An analysis where it adds Legal and Ethical/Environment and links to SWOT analysis is called PESTLE Analysis
• This model is a tool for analyzing competition for the business. it is framed in a way to identify and analyze five competitive forces called Porter's Five Forces Model.
• One of the Porter's 5 Forces is called Competition in the Industry where force refers to the number of competitors and their ability to undercut a company.
• Is a force where the less time and money it costs for a competitor to enter a company's market and be an effective competitor, the more a company's position may be significantly weakened called Threats of New Entrants
• Power of Suppliers is a force addresses how easily suppliers can drive up the cost of inputs
• Power of Customers refers to a force specifically deals with the ability that customers have to drive prices down.
• A force that substitute goods or services that can be used in place of a company's products or services post a threat is called Threat of substitutes