ESM 520 Lecture 1 New
ESM 520 Lecture 1 New
Engineering Management
Lecture 1
Dr. Hazim El-Baz
Chapter 1
Learning Objectives
1. Discuss what organizations are and why they exist.
2. Define management and understand what managers do.
3. Distinguish between the sociological and process
perspectives on management.
4. Identify differences in the way managers execute the
management process.
5. Specify the skills that managers need to perform
effectively.
6. Distinguish between management as a process and
management as a set of roles.
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Employee Attitudes,
Motivation & Behavior
Organization
FIGURE I1
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Strategic Choices
Organizational Goals
Management
Practices
Management
Philosophy
External
Environment
Employee Attitudes,
Motivation & Behavior
Strategic Choices
Organization
Design
FIGURE I2
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Organization Defined
Machine Approach
A technical or mechanical system that transforms inputs into the
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system.
Both systems have different needs that must be
managed simultaneously.
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What is Management?
Getting things accomplished through other people.
A philosophy, a set of attitudes and beliefs about
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are to be attained.
Organizingdesigning, structuring, and coordinating components
Resources
Management Functions
Human
Financial
Goal
Planning
Organizing
Directing
Controlling
Achievements
Physical
Informational
FIGURE 11
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Planning
Organizing
Directing
Controlling
Managers
Middle-Level
Planning
Organizing
Directing
Controlling
Managers
Lower-Level
Planning
Organizing
Directing
Controlling
Managers
Proportion of Time
FIGURE 19
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Planning
Planning
Planning
Planning
Organizing
Organizing
Directing
Directing
Organizing
Organizing
Directing
Directing
Controlling
Controlling
Controlling
Controlling
Proportion of Time
FIGURE 11
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Managerial Roles
Interpersonal Roles
Organizational roles that involve serving as a
Informational Roles
Organizational roles that involve monitoring,
Decisional Roles
Organizational roles that involve serving as an
Chapter 2
Learning Objectives
1. Identify early pioneers in management and
organizational behavior and their contributions to the
classical theory of management.
2. Discuss the major elements of of Taylors approach to
scientific management.
3. Explain the significance of the Hawthorne studies.
4. Identify the major contributors to the behavioral theory
of management, their view of organizations, and their
contributions to the management literature.
5. Discuss the meaning of the human resources model and
its relationship to the high involvement approach to
organizational management.
6. Identify and discuss several contemporary perspectives
on the nature of organization and management practice.
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a classification scheme
to describe the motions (therbligs)
used in the performance of
a job.
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Draw Plans
Rough Framing
Rough Electrical
Cabinet Ordering
Final Electrical Work
Install Wallboard
Install Cabinets
Install Carpet
Final Inspection
Week 1
Source: Adapted from J. G. Monks, 1982.
Operations management: Theory and problems.
New York: McGraw-Hill, 549.
Week 2
Week 3
Week 4
FIGURE 22
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to achieve goals.
A basic set of universal laws, or principles should
govern organization design and allow managers to run
those machines effectively.
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functions:
Planning
Organizing
Commanding
Coordinating
Controlling
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Division of labor
Authority
Discipline
Unity of command
Unity of direction
Subordination of
individual interest
for common good
7.
8.
9.
10.
11.
12.
13.
14.
Remuneration
Centralization
Scalar chain
Order
Equity
Stability of tenure
Initiative
Esprit de corps
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special expertise.
Unity of Command
Employees should have only one boss.
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Line of Authority
A clear chain of command from top to bottom of the firm.
Centralization
The degree to which authority rests at the top of the
organization.
Unity of Direction
A single plan of action to guide the organization.
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of all employees.
Order
The arrangement of employees where they will be of the
Initiative
The fostering of creativity and innovation by encouraging
Discipline
Obedient, applied, respectful employees are necessary for the organization to
function.
Remuneration of Personnel
An equitable uniform payment system that motivates contributes to
organizational success.
Esprit de corps
Comradeship, shared enthusiasm foster devotion to the
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manage organizations
Limitations
Limited view of employees as
(universal principles) to
manage
Control-oriented approach
creates an inflexible,
mechanistic organization
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Theory Y:
Describes the worker as liking work, motivated to
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Organizational Humanism
A system that promoted an interest in
understanding the psychological forces tying
individuals to organizations.
A system that also promoted management
practices that lead to employee satisfaction
and well-being.
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Organizational
Involvement
Performance
Satisfaction
Commitment and a
Willingness to
Become More
Involved
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Limitations
Contingency perspectives
Total quality management
Systems theory
Theory Z
McKinsey 7-S framework
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Identify Appropriate
Style and Fit It
to Situation
Management
Challenges
FIGURE 25
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quality products.
People (employees) care about quality and improving
the quality of their work.
Organizations are systems of interdependent parts and
quality problems cut across functional lines.
Quality and continuous improvement are the
responsibility of top (senior) management.
Continuous learning and improvement are vital to the
long-term health and survival of an organization.
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Systems
Organization
Management
Skills
Style
Staff
Shared
goals
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culture
Skills: distinctive capabilities
Superordinate goals: guiding concepts
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Theory A (American)
Theory J (Japanese)
Short-Term Employment
Individual Decision Making
Individual Responsibility
Rapid Evaluation and Promotion
Explicit Control Mechanisms
Specialized Career Path
Segmented Concern for Employee
as a Person
Lifetime Employment
Collective Decision Making
Collective Responsibility
Slow Evaluation and Promotion
Implicit Control Mechanisms
Nonspecialized Career Path
Holistic Concern for Employee
as a Person
A Comparison
of American,
Japanese, and
Theory Z
Organizations
Source: Adapted from W. Ouchi. 1981. Theory Z.
Reading, MA: Addison-Wesley, 58.
FIGURE 26
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Limitations
Contemporary approaches to
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http://opal.aus.edu/vodilv/?solution_id=9384
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Reference:
Management and Organizational Behavior,
Pierce & Gardner, South-Western Thomas
learning, ISBN 0-324-04958-7
Lecture slides are partly modified from the
original version of South-Western by Thomas
Cook.
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