HUT 310 MANAGEMENT FOR ENGINEERS

MODULE -1

INTRODUCTION TO MANAGEMENT
 Engineering - Technical excellence and social compatibility in workplace are both
important.
 Management - Broad knowledge and interest, managerial perspective, training (lead,
organize, plan and control) and aptitude to manage are success factors.
 Engineering Management - Insight to use technologies for creating business benefits
DEFINITIONS
 “Management is the art of getting things done by other people” (Mary Parker Follett,
1941)
 “Management is an art of getting things done through and with people in formally
organized groups” (Harold Koontz)
 “Management is the art of directing and inspiring people” (J. D. Mooney and A.C.
Railey)
The above definitions are not universally accepted definitions as it fails to address
 The functions of manager
 Ignores scientific aspect of management
 Ignores human aspect and treats people as merely means of getting things done.
 The role of internal and external environment is ignored.
“Management is the process of planning, organizing, directing and controlling activities of
and using resources of an organization for accomplishing the organizational goals
efficiently and effectively in an ever changing environment”

CHARACTERISTICS OF MANAGEMENT

1. Management is Goal-oriented Process:

We need management when we have some goals to be achieved. A manager on the basis of his
knowledge and experience tries to achieve the goals which are already decided. Hence, nothing is
wrong to say that management is a goal-oriented process.
2. Management is All-pervasive:
Here by anything we mean all types of activities-business and non-business. If we deduct
management out of these activities, the result will be failure or zero. It means management is
necessary to conduct any type of activities.
3. Management is Multidimensional:
The management is a three-dimensional activity:
a) Management of Work: Every organisations is established for doing some work, like a
school provides education, a hospital treats patients, a factory produces, etc. Of these, no
work can be completed satisfactorily without management,
b) Management of People: Each organization is established for doing some work and the
same is conducted by people. Hence, it is necessary to manage the people so that the work
can be accomplished in a better way.
c) Management of Operations: To achieve the goals of an organization many operations or
activities need to be conducted, such as, production, sale, purchase, finance, accounting,
R&D, etc. Again, management is needed to make sure that operations are accomplished
efficiently and effectively.
4. Management is a Continuous Process:
The various managerial activities cannot be performed once for all, but it is a continuous process.
A manager is busy sometimes in doing one managerial activity and at other times some other
activity.
5. Management is a Group Activity:
It means that it is not a single person who consummates all the activities of an organisation but it
is always a group of persons (managers). Hence, management is a group effort.
6. Management is a Dynamic Function:
Management is a dynamic activity as it has to adjust itself to the regularly changing environment.
In this context, it can be rightly said that nothing is external in management.
7. Management is an Intangible Force:
Management is that power which cannot be seen. It can only be felt. If any organisation is heading
toward higher levels of achievement, it signifies the existence of good management and vice versa.
In other words, achievement reflects the quality of management and its effectiveness.
8. Management is a factor of production
5 Ms in management as factor of production
• Men • Material • Money • Methods • Machines
9. Management is a social process – CSR
10. Management is situational
11. Management has no substitute
12. Management is an environment oriented activity
13. Management has different operational levels

MANAGEMENT AS AN ART

 Systematic body of knowledge/Existence of theoretical knowledge: In every art there is

systematic and organized study material available to acquire theoretical knowledge of the
art. In management also there is systematic and organised body of knowledge available
which can help in acquiring managerial studies.
 Personalised application: Every artist must have personal skill and creativity to apply that
knowledge. In management also all managers learn same management theories and
principles.
 Based on Practice and creativity: The artist requires regular practice of art to become
more fine and perfect. Without practice artists lose their perfection. Art requires creative
practice, i.e., artist must add his creativity to the theoretical knowledge he has learned.
Same way with experience managers also improves their managerial skills and efficiency
MANAGEMENT AS A PROFESSION

 Well defined body of knowledge/specialized knowledge: Management has well

defined body of knowledge as in profession.
 Formal Education and Training/Restrict entry: Management has restricted entry
through an examination or degree as in profession.
 Presence of professional associations/ Representative Association: All profession
has some associations affiliated to it and even management has association affiliated to
it.
 Existence of ethical code/Code of Conduct: For every profession there are some set
of ethical codes fixed by the profession association. Management also has some ethical
codes fixed by the concerned professional association.
 Social Obligations/ Service Motive: Management has some service motive as in a
profession. A manager is responsible not only to its owners but also to the society and
therefore he is expected to provide quality goods at reasonable prices to the society

SYSTEM APPROACHES TO MANAGEMENT

 A system is defined as a sum total of individuals but inter-related parts (sub systems) and
are put together according to a specific scheme or plan to achieve the pre-stated
objectives.
 A system can be biological (human body), physical (machine) or social (commercial
organization, voluntary bodies etc.).
 Features of a system
 A System is a combination of parts and subsystem
 Parts and sub parts of system are mutually related to each other
 Arrangement in a system is more important
 Prevalence of boundary
 Closed and open system
 System transports input to output
 Basic types of system :
1. Open systems
 An open system is one which interacts with the environment in which it
exists.
 All living, biological and social systems are examples of open systems.
 An organization is an open system and its sub-systems are its various
divisions and departments. But at the same time, it is a subsystem of the
environmental system within which it operates.
2. Closed system
 A closed system is self-sufficient and self-regulatory and has no interaction with
the environment in which it exists
 Organization as a system receives input, transforms it through a process for output and
operates in an environment.

TASK AND RESPONSIBILITIES OF A PROFESSIONAL MANAGER

A manager is not a person who can do the work better than his team, he is a person who can get
his team to do the work better than he can.” A professional manager is an invaluable asset to the
firm. His primary job is directing employees and coordinating various activities of the firm. For
this, he needs exception communication, technical, conceptual and human skills. Let us take a
look at the various tasks a manager performs using these skills.
1. Envisioning Goals:
 The first and most important task of any manager is providing a direction to the
organization. This entails mapping out their visions and missions.
 This is one task the manager must not delegate, but perform himself. Defining the
company’s objectives helps unify the employees and gets them working towards a
common goal.
2. Managing Growth:
One of the main task and responsibilities of the manager is to manage the growth and
ensure the survival of the firm. There are both internal and external factors that are a
threat to this growth and survival of the firm. Internal factors (such as choosing the right
technology, hiring the correct people etc) are mostly in the firm’s control. External
factors (government policy, economic conditions) pose a concern the manager must deal
with.
3. Improving and Maintaining Efficiency:
The manager has many roles and responsibilities regarding the efficiency of the firm.
Firstly he must ensure that the firm is efficient, i.e. resources are not being wasted. And
then this efficiency has to be effectively maintained.
4. Innovation:
It is the task of the manager to be innovative in his job. He must find new and creative
solutions to the problems faced by the firm. Innovation not only means having new ideas
but also cultivating and implementing them. This is one of the on-going jobs of a
professional manager
5. Looking out for the competition:
A manager has to plan and prepare for the competition in the market. He must never be
caught unaware, he must prepare for new and/or increased competition. .
6. Leadership:
 The quality of the leadership usually dictates the future of a firm. Hence the
manager must also be a good leader. He should be able to inspire and motivate
people to work towards the goals of the company.
 A leader leads from the front, and the manager must also possess exceptional
qualities and work ethic that his team members can learn from.
7. Change Management:
In any company or organization, change is a given. The manager has to be the agent of
change in such cases. It is his roles and responsibilities to ensure the process of change is
smooth and uneventful for the company.
8. Choosing correct Information Technology:
 This is a problem that all managers of today’s era are facing. There are so many
choices available in the market for various IT processes.
 It is a challenge to use the best and most suitable technology for your
organization. So this entails choosing the correct software, communication
system, network system etc.
LEVELS OF MANAGEMENT

 Top level management: This level of management consists of the senior most executive
level of an organisation. Their chief task is to lay down overall goals, policies, and
strategies for the organisation and to communicate with the middle level of management.
Managing Director, Board of Directors, Chairperson, Chief executive Officers, Chief
product Officers and Chief technology Officers are the main designations assigned to
individuals working at this level. Functions performed at top level of management are:
 Making strategies and goals for the organisation.
 Taking decisions regarding activities to be performed.
 Framing policies for the organisation.
 Responsible for welfare and survival of the organisation
 Middle level management: This level of management consists of executives working
between top-level and supervisory level. They interpret and implement the policies,
coordinate all activities, ensure availability of resources and execute the policies framed
by top-level management. They consist of Divisional heads and sub-divisional heads.
Departmental heads like purchase manager, sales manager, finance manager,
personnel manager etc. Functions performed at the middle level of management are :
 Interpret the policies to lower management.
 Taking decisions regarding the number of personnel in the department.
 Assigning duties and responsibilities to employees in their department.
 Convey suggestions and grievances of the supervisory level to the top level for the
overall smooth functioning of the organisation.
 Liable for the ultimate production of respective departments.
 To act as a link between the lower level and the management.
 Lower level management: This level of management operates between middle-level
management and operative workforce. This level consists of Supervisors, Foremen and
Inspectors. Functions performed at the lower level of management are:
 Providing on the job training to the workers
 Ensuring the good performance of the workers
 Giving feedback to the workers
 Influence others to work more by setting an example
 Responsible for group unity
 Act as a link between the management and the workers

SKILLS NEEDED IN MANAGERS

 Technical skill: It is ability to use the procedure, techniques & knowledge of a special field
that is surgeons, musicians, engineers & accountants all have technical skill in their
respective field.
 Human skill: It is the ability to work with understand and motivate other people as
individual or in groups.
 Conceptual skill: It is the ability to coordinate & integrate all of the organizations interest
and activities.