Engr' Mgt 211 Managing Engineering

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Engr. Mgt 211 Managing Engineering Technology

• Winter, 2002
• Dr. Duke Dow

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Managing Engineering and Technology
Text Managing Today Second Edition By Stephen
P. Robbins

• Tuesdays and Thursdays
• 1105 am 1220 pm

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Introduction

• Introduction to class
• Tell us about yourself
• My background
• Syllabus discussion
• Approach in this class
• Expectations

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Introduce yourself

• (Student Information Form)
• Name?
• Class
• Degree you are working on?
• Where are you from?
• Management or supervisory experience?
• Areas of special interest?

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My Background

• Engineering Management Electric Power Industry
• Manufacturing
• Electric Utility
• Consulting
• Management
• Management Positions
• Management Consulting
• Academic -
• MBA Lynchburg College
• PhD Nuclear Engineering - Purdue
• MS Nuclear Engineering U. of New Mexico
• BS Electrical Engineering Valparaiso University

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Web Site

• Web site www.umr.edu/emgt211
• Announcements
• Syllabus
• Class Assignments
• Links to financial information

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Class Expectations

• Interesting
• Informative
• Interactive (ask questions)
• Participative
• Academic Integrity

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Communication tools

• In-class discussions and questions
• Web page www.umr.edu/emgt211
• Announcements
• Syllabus
• Class assignments
• Links to financial information
• E-mail dowb_at_umr.edu
• Phone [phone]
• Office hours Tues. and Wed. 0900 1030 or by
  appointment

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Course Objectives

• Introduce the management functions of planning,
  organizing, motivating and controlling. Analyze
  the application of these functions in research,
  design, production, technical marketing and
  project management. Study the evolution of the
  engineering career and the transition to
  engineering management.

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Topics

• The Changing World of Work
• Managing Organizations and People
• Making Decisions
• Monitoring the Environment
• Planning Systems
• Monitoring Performance through Control Systems

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Topics, cont.

• Technology and the Design of Work Processes
• Organization Design
• Managing Human Resources
• Understanding Groups and Developing Effective
  Teams
• Creating and Sustaining the Organizations
  Culture
• Understanding the Basics of Human Behavior

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Topics Cont.

• Work Motivation and Rewards
• Basic Issues in Leadership
• Contemporary Issues in Leadership
• Building Trust
• Developing Interpersonal Skills
• Managing Change

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The New Economy

• Globalization
• National borders used to insulate most firms
• Expanded competition
• Search for expanded markets and need to reduce
  costa

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The New Economy

• Technological Changes
• Advances in information and communication
  technology have permanently altered the workplace
  by changing the way information is created,
  stored, used, and shared

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The New Economy

• Three Waves
• Agriculture, Industrialization, Information
• Knowledge workers acquisition and application
  of information

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The New Economy

• Diversity gender, multiculturalism
• In 1960, only 32 percent of married women were in
  the U.S. labor force
• Today approximately 61 percent of all working age
  women in the United States have jobs and women
  make up 47 percent of the total workforce
• Multiculturalism

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The New Economy

• Changing Societal Expectations
• Corporate Social responsibility
• Negative publicity

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The New Economy

• Entrepreneurial Spirit
• Corporate downsizing has displaced millions
• Jobs perceived as having limited advancement
  opportunities

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The New Economy

• Customer is King
• Quality, Speed and Low Costs
• Customers are driving todays economy
• Customer Satisfaction
• Quality is what the customer says it is

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The New Organization

• The new organization is the result of changes in
  the marketplace

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The New Organization

• Flexibility and Temporariness
• Permanent employees limit the options of managers
  confronted by an ever-changing market place
• To cut costs and boost flexibility, many
  companies are converting permanent jobs into
  temporary or contract jobs

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The New Organization

• Workforce Diversity
• Training and family friendly benefits
• Two-career couples
• Flexible hours

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The New Organization

• Total Quality Management
• A response to global competition and demanding
  customer satisfaction

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The New Organization

• Downsizing
• Downsized through extensive lay-offs
• Recent evidence suggests that most organizations
  strategically downsize, cutting over-staffed
  operations and hiring staff in areas that add
  value

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The New Organization

• Reengineering
• Reengineering requires that managers rethink the
  nature of the organization nd reinvent the
  process for producing and delivering goods and
  services

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The New Organization

• Dismantling Hierarchy
• Contemporary corporations cut costs, increase
  flexibility, and focus on core competencies in
  the following ways
• Outsourcing support functions
• Partnering with other firms, suppliers, and
  customers
• Empowering managers
• Replacing independent departments with
  interdependent teams

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The New Organization

• Flexible compensation
• In the past, seniority and job level often
  determined pay scale

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The New Organization

• Dejobbing and the loss of traditional job
  security
• Permanent workers that let a business maintain
  core competencies
• Contract workers employed for a specified period
  of time
• Part-time workers employed as needed

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The New Organization

• Empowered People
• Traditionally, the roles of managers and workers
  were delineated

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The New Employee

• BiModal Split
• Many high paying manufacturing jobs have been
  replaced by automated equipment
• Low Skilled and High Skilled

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The New Employee

• Impermance
• Employers make no promises to workers except that
  they will work as long as their contributions
  exceed their costs

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The New Employee

• Self Directed Careers
• Continual Retraining
• Careers not just jobs
• Being a Team Player
• Problem solving, group decision making, good
  listening, feedback, conflict resolution
• Coping with Alienation and Stress