Engineering management reviewer

Chap 4 organizing
Organizing The structuring of resources and activities to accomplish objectives in an efficient
and effective manner.
Structure The arrangement or relationship of positions within an organization.
Purpose of the structure
1. It defines the relationships between tasks and authority for individuals and departments.
2. It defines formal reporting relationships, the number of levels in the hierarchy of the
organization, and the span of control.
3. It defines the groupings of individuals into departments and departments into
organization.
4. It defines the system to effect coordination in both vertical (Authority) and horizontal
(Tasks) Directions
When structuring the organization, the engineer must be concerned with
1. Division of labor determining the scope of work and how it is combined in a job.
2. Delegation of authority The process of assigning various degrees of decision making
authority to subordinates.
3. Departmentation The grouping of related jobs, activities, or processes into major
organizational subunits.
4. Span of control The number of people who report directly to a given manager.
5. Coordination The linking of activities in the organization that serves to achieve a
common goal or objective.
Formal Organization The structure that details the lines of responsibilities, authority, and
position.
- The planned structure
- Represents the deliberate attempt to establish patterned relationships
among components that will meet the objectives effectively
Formal structure is described by the management through
1. Organization chart Diagram of the organizations official positions and former lines of
authority
2. Organization manual Provides written descriptions of authority relationships, details
the functions of major organizational units, and describes job procedures.
3. Policy manuals describes personnel activities into company policies.
Informal groups members of an organization which spontaneously form a group with
friendship as a principal reason for belonging.
Types of organizational structures
1. Functional organization form of departmentalization in which everyone is engaged in
one functional activity, such as engineering or marketing grouped into one unit. (Effective
in smaller firms)
2. Product or market organization This refers to the organization of a company by
divisions that brings together all those involved with a certain type of product or customer
(Effective in larger corporations)
3. Matrix organization An organizational structure in which each employee reports to
both a functional or division manager and to a project or group manager. (Designed to
keep employees in a central pool.)
Advantages of the Functional Organization

1. The grouping of employees who perform a common task permit economies of scale and
efficient resource use.
2. Since the chain of command coverages at the top of the organization, decision making is
centralized, providing a unified direction from the top.
3. Communication and coordination among employees within each department are excellent.
4. The structure promotes high quality technical problem solving
5. The organization is provided with in depth skill specialization and development.
6. Employees are provided with career progress within functional departments.
Disadvantages of the Functional Organization.
1. Communication and coordination between departments are often poor
2. Decisions involving more than one department pile up at the top management level and
are often delayed.
3. Work specialization and division of labor, which are stressed in a functional organization,
produce routine, non-motivating employee tasks.
4. It is difficult to identify which section or group is responsible for certain problems.
5. There is limited view of organizational goals by employees.
6. There is limited general management training for employees.
Advantages of the Product or market organization.
1. The organization is flexible and responsive to change.
2. The organization provides a high concern for customers needs.
3. The organization provides excellent coordination across functional departments
4. There is easy pinpointing of responsibility for product problems.
5. There is emphasis on overall product and division goals
6. The opportunity for the development of general management skills is provided
Disadvantages of the Product or market organization.
1. There is high possibility of duplication of resources across divisions
2. There is less technical depth and specialization in divisions.
3. There is poor coordination across divisions
4. There is less top management control
5. There is competition for corporate resources.
Advantages of the Matrix Organization
1. There is more efficient use of resources than the divisional structure.
2. There is flexibility and adaptability to changing environment.
3. The development of both general and functional management skills are present.
4. There is interdisciplinary cooperation and any expertise is available to all divisions
5. There are enlarged tasks for employees which motivate them better.
Disadvantages of the Matrix Organization
1. There is frustration and confusion from dual chains of command.
2. There is a high conflict between divisional and functional interests.
3. There are many meetings and more discussion than action
4. There is a need for human relations training for key employees and managers.
5. There is a tendency for power dominance by one side of the matrix.
Types of authority
1. Line authority Managers right to tell subordinates what to do and then see that they do
it.
2. Staff authority a staff specialists right to give advice to a superior.
- Staff authority may be classified into the following

a. Personal staff individuals assigned to a specific manager to provide

needed staff services.
b. Specialized staff individuals provided needed staff services for the
whole organization.
3. Functional authority a specialists right to oversee lower level personnel involved in
that specialty, regardless of where the personnel are in the organization.
Committees A formal group of persons formed for a specific purpose.
Committees are classified as follows
1. Ad-hoc committee Created for a short tern purpose and have a limited life.
2. Standing committee relatively permanent committee that deals with issues on an
ongoing basis.
Chap 5 staffing
Staffing Management function that determines human resource needs, recruits, selects,
trains, and develops human resources for jobs created by an organization
Staffing process
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development
6. Performance appraisal
7. Employment decisions
8. Separations
Human resource planning involves 3 activities
1. Forecasting an assessment of future human resource needs in relation to the current
capabilities of the organization.
2. Programming translating the forecasted human resource needs to personnel objectives
and goals.
3. Evaluation and control monitoring human resource action plans and evaluating their
success.
Methods of forecasting
1. Time series methods uses historical data to develop forecasts of the future.
2. Explanatory or causal models attempts to identify the major variables that are
related or to have caused particular past conditions and then use current measures of
these variables to predict future conditions.
a. Regression models
b. Econometric models
c. Leading indicators
3. Monitoring methods those that provide early warning signals of significant changes in
established patterns and relationships so that the engineer manager can assess the likely
impact and plan responses if required.
Recruitment attracting qualified persons to apply for vacant positions in the company so that
those who are best suited to serve the company may be selected.
Source of applicants
1. Organizations current employees
2. Newspaper advertising
3. Schools

4. Referrals from employees

5. Recruitment firms
6. Competitors
Selection refers to the act of choosing from those that are available the individuals most likely
to succeed on the job.
Ways
1.
2.
3.
4.

of determining the qualifications of a job candidate

Application blanks
References
Interviews
Testing

Types of tests
1. Psychological tests an objective measure of standard behavior. Classified into
a. Aptitude test used to measure a persons capacity or potential ability to learn
b. Performance test used to measure persons current knowledge of a subject.
c. Personality test one used to measure personality traits as dominance,
sociability, and conformity.
d. Interest test one used to measure a persons interest in various fields of work.\
6. Physical examination given to assess the physical health of the applicant.
Induction new employee is provided with the necessary information about the company.
Orientation new employee is introduced to the immediate working environment and coworkers.
Training refers to the learning that is provided in order to improve performance on the present
job.
Types of Training programs
1. Training programs for non-managers (for specific increases in skill and knowledge to
perform a particular job)
2. Training and educational programs for executives.
Methods under training programs for non-managers
1. On-the-job training The trainee is placed in an actual work situation under the
direction of his immediate supervisor, who acts as a trainer.
2. Vestibule school The trainee is placed in a situation almost exactly the same as the
workplace where machines, materials and time constraints are present.
3. Apprenticeship program A combination of on-the-job training and experiences with
classroom instruction in particular subjects are provided to trainees.
4. Special courses provides more emphasis on education rather than training.
Training needs for managers.
1. Decision-making skills
2. Interpersonal skills
3. Job knowledge
4. Organizational knowledge
Decision making skills may be enhanced by
1. In-basket where the trainee is provided with a set of notes, messages, telephone calls,
letters and reports, all pertaining to a certain company situation. He is expected to handle
the situation within a given period

2. Management games trainees are faced with a simulated situation and are required to
make an ongoing series of decisions about that situation.
3. Case studies presents actual situations in organizations and enable one to examine
successful and unsuccessful operations.
Interpersonal skills may be enhanced by
1. Role playing a method by which trainees are assigned to play in a given case incident
2. Behavior modeling attempts to influence the trainee by showing model persons
behaving effectively in a problem situation.
3. Sensitivity training awareness and sensitivity to behavioral patterns of oneself and
others are developed
4. Transactional analysis training method intended to help individuals not only
understand themselves and others but also improve their interpersonal communication
skills.
Job knowledge may be enhanced by
1. On-the-job experience provides valuable opportunities for the trainee to learn various
skills while engaged in the performance of a job.
2. Coaching requires a senior manager to assist a lower-level manager by teaching him
the needed skills and generally providing directions, advice, and helpful criticism.
3. Understudy a manager works as an assistant to a higher-level manager and
participates in planning and other managerial functions until he is ready to assume the
position himself.
Organizational knowledge may be enhanced by
1. Position rotation The manager is given assignments in a variety of departments.
2. Multiple management junior executives must be provided with means to prepare them
for higher management positions. A junior board of directors is created using junior
executives as memebrs.
Performance appraisal measurement of employee performance.
Purpose of performance appraisal
1. To influence, in a positive manner, employee performance and development
2. Determine merit pay increases
3. Plan for future performance goals
4. Determine training and development needs
5. Asses the promotional potential of employees
Ways of appraising performance
1. Rating scale method each trait or characteristic to be rated is represented by a line or
scale on which the rater indicated the degree to which the individual possesses the trait or
characteristic.
2. Essay method the evaluator composes statements that best describe the person
evaluated.
3. Management by objective method specific goals are set collaboratively for the
organization as a whole, for various subunits, and for each individual member.
4. Assessment center method one is evaluated by persons other than the immediate
superior
5. Checklist method the evaluator checks statements on a list that are deemed to
characterize an employees behavior or performance.
6. Work standards behavior where standards are set for the realistically worker output
and later on used in evaluating the performance of non-managerial employees.
7. Ranking method where each evaluator arranges employees in rank from best to the
poorest
8. Critical-incident method - where the evaluator recalls and writes down specific but
critical incidents that indicate the employees performance.
Employment decisions consist of

1.
2.
3.
4.

Monetary rewards
Promotion
Transfer
Demotion

Separation a voluntary or involuntary termination of an employee.

Chap 6 communicating
Communication a process of sharing information through symbols, including words and
message
Functions of communication
1. Information function
2. Motivation function
3. Control function
4. Emotive function

Communication process
1. Develop an idea
2. Encode
3. Transmit
4. Receive
5. Decoding
6. Accept
7. Use
8. Provide feedback
Factors of accepting or rejecting a message
1. The accuracy of the message
2. Whether or not the sender has the authority to send the message and/or require
action
3. The behavioral implication for the receiver
Forms of communication
1. Verbal Those transmitted through hearing or sight. Has 2 classes
a. Oral
b. Written
2. Non-verbal means of conveying message through body language, as well as the use of
time, space, touch, clothing, appearance, and aesthetic elements.
Barriers to communication
1. Personal barriers hindrances to effective communication arising from a
communicators characteristics as a person
2. Physical barriers refers to interferences to effective communication occurring in the
environment where the communication is undertaken.
3. Semantic barriers interference with the reception of a message that occurs when the
message is misunderstood even though it is exactly as transmitted

Overcoming barriers to communication

1. Use feedback to facilitate understanding and increase the potential for appropriate action
2. Repeat messages in order to provide assurance that they are properly received
3. Use multiple channels so that the accuracy of the information may be enhanced
4. Use simplified language that is easily understandable and which eliminates the possibility
of people getting mixed-up meanings.
Types of flow of the message
1. Downward communication message flows from higher levels of authority to lower
levels
a. Purpose
i. To give instructions
ii. To provide information about policies and procedures
iii. To give feedback about performance
iv. To indoctrinate or motivate
b. Techniques used
i. Letters
ii. Meetings
iii. Telephones
iv. Manuals
v. newsletters
vi. handbooks
2. Upward communication messages from persons in lower-level positions to higher level
positions
a. Techniques used
i. Formal grievance procedures Grievances represent an open upward
communication channel where by employees can offer suggestions to the
management.
ii. Employee attitude and opinion surveys
iii. Suggestion systems
iv. Open door policy
v. Informal Gripe sessions
vi. Task forces
vii. Exit interviews
3. Horizontal communication refers to messages sent to individuals or groups from
another of the same organizational level or position.
a. Purpose
i. To coordinate activities between departments
ii. To persuade others at the same level of organization
iii. To pass on information about activities or feelings.
b. Techniques used
i. Memos
ii. Meetings
iii. Telephones
iv. Picnics
v. Dinners
vi. Other social affairs
Management Information System an organized method of providing past, present, and
projected information on internal operations and external intelligence for use in decision making.
Purpose of MIS
1. To provide a basis for the analysis of early warning signals that can originate both
externally and internally

2. To automate routine and clerical operations like payroll and inventory reports.
3. To assist managers in making routine decisions like scheduling orders, assigning orders to
machines, and reordering supplies.
4. To provide the information necessary for management
to make strategic or nonprogrammed decisions
Chap 7 motivating
Motivating the act of giving employees reasons or incentives to work to achieve
organizational objectives
Motivation Process of activating behavior, sustaining it, and directing it towards a particular
goal.
Factors contributing to motivation
1. Willingness to do a job
2. Self-confidence in carrying out a task
3. Needs satisfaction
Theories of motivation
1. Maslows Hierarchy of needs
2. Herzbergs two-factor theory
3. Expectancy theory
4. Goal-setting theory

Abraham Maslows hierarchy of needs are as follows in order

1. Physiological needs
2. Security needs
3. Social needs
4. Esteem needs
5. Self-actualization needs
Frederick Herzbergs two-factor theory has 2 classes of factors
1. Satisfiers or motivation factors (factors of which are)
a. Achievement
b. Satisfaction
c. Work itself
d. Responsibility
e. Advancement
f. Growth
2. Dissatisfiers or hygiene factors
a. Company policy and administration
b. Supervision
c. Relationship with supervisor
d. Work conditions
e. Salary
f. Relationship with peers
g. Personal life
h. Relationship with subordinates
i. Status
j. Security
Expectancy Theory motivation model based on the assumption that an individual will work on
his perception of the probability of his expectations to happen.

Expectancy theory is based on the following assumptions

1. A combination of forces within the individual and in the environment determines behavior.
2. People make decisions about their own behavior and that of organization.
3. People have different types of needs, goals and desires.
4. People make choices among the alternative behaviors based on the extent to which they
think a certain behavior will lead to a desired outcome.
Goal setting The process of improving performance with objectives, deadlines or quality
standard.
Goal setting model consist of the following components.
1. Goal content
2. Goal commitment
3. Work behavior
4. Feedback aspects
Techniques of motivation
1. Motivation through job design
a. Job design specifying the tasks that constitute a job for an individual or a group
2. Motivated through rewards
3. Motivation through employee participation
4. Other motivation techniques for the diverse work force
In motivating through the use of job design, approaches are as follows
1. Fitting people to jobs To avoid workers from suffering chronic dissatisfaction, adapt
the following remedies
a. Realistic job previews where management provides honest explanations of
what a job actually entails
b. Job rotation where people are moved periodically from one specialized job to
another.
c. Limited exposure where a workers exposure to a highly fragmented and tedious
job is limited
2. Fitting jobs to people Instead of changing the person, change the job. It may be
achieved by
a. Job enlargement Where 2 or more specialized tasks in a work flow sequence is
combined into a single job.
b. Job enrichment Where efforts are made to make jobs more interesting,
challenging and rewarding.
Rewards Consist of material and psychological benefits to employees for performing tasks in
the workplace
Rewards are classified into 2 categories
1. Extrinsic those which refer to payoffs granted to the individual by another party.
Extrinsic rewards must be properly managed in line with the following
a. It must satisfy individual needs
b. The employees must believe effort will lead to reward
c. Rewards must be equitable
d. Rewards must be linked to performance.
2. Intrinsic those which are internally experienced payoffs which are self-granted
The specific activities identified where employees may participate are
1. Setting goals
2. Making decisions
3. Solving problems

4. Designing and implementing organizational changes

5. Quality control circles
6. Self-managed teams
Quality control circles A method of direct employee participation. Consists of a group of 3 to
10 employees, usually doing related work, who meet at regular intervals to identify problems and
discuss their solutions.
Self-managed teams also known as autonomous work groups or high performance teams,
they take on traditional managerial tasks as part of normal work routine
For an employee participation program to succeed, it needs
1. A profit-sharing or gainsharing plan
2. A long term employment relationship with good job security
3. A concerted effort to build and maintain group cohesiveness
4. Protection of the individuals employees rights
Other
1.
2.
3.

motivation techniques
Flexible work schedules
Family support services
Sabbaticals - a sabbatical leave is given to an employee after a certain number of years
in service
Flextime an arrangement which allows employees to determine their own arrival and
departure time within specified limits.

Chap 8 leading
Leading involves influencing others to engage in the work behaviors necessary to reach
organizational goals.
Bases of power
1. Legitimate power A person who occupies a higher power has legitimate power over
persons in lower positions.
2. Reward power A person who has the ability to give rewards to anybody who follow
orders or requests has reward power Rewards may be classified into
a. Material rewards
b. Psychic rewards
3. Coercive power When a person compels another to comply with orders through threat
or punishment, he has coercive power
4. Referent power When a person can get compliance from another because the latter
would want to be identified with the former, he has referent power
5. Expert power The influence of experts who have specialized information regarding their
specific lines of expertise
Leadership The process of influencing and supporting others to work enthusiastically toward
achieving objectives
Traits of effective leaders
1. A high level of personal drive
2. The desire to lead
3. Personal integrity
4. Self confidence

5.
6.
7.
8.
9.

Analytical ability or judgement

Knowledge of the company, industry or technology
Charisma
Creativity
Flexibility

Leadership skills
1. Technical skills skills a leader must possess to enable him to understand and make
decisions about processes, activities and technology. It is the specialized knowledge
needed to perform a job.
2. Human skills skills that refer to the ability of a leader to deal with people both inside
and outside of the organization
3. Conceptual skills ability to think in abstract terms, to see how parts fit together to form
the whole
Leadership style Those is position ho exhibit A pattern of behavior that is unique and
different from other patterns has this
Classification of leadership styles
1. According to the ways leaders approach people to motivate them
2. According to the way the leader uses power
3. According to the leaders orientation towards tasks and people.
2 ways a leader may approach to motivate them
1. Positive leadership
2. Negative leadership
Ways leaders uses power
1. Autocratic Leaders who make decisions themselves without consulting subordinates.
2. Participative Leaders who openly invites his subordinates to participate or share in
decisions, policy making and operation methods
3. Free-rein Leaders who set objectives and allow employees or subordinates relative
freedom to do whatever it takes to accomplish these objectives.
Leaders can be classified on how they view people which are
1. Employee oriented The leader considers his employees as human beings of intrinsic
importance and with individual and personal needs to satisfy
2. Tasks oriented The leader places stress on production and the technical aspects of the
job and the employees are viewed as means of getting the job done.
Contingency approach an effort through research which managerial practices and
techniques are appropriate in specific situations
Various contingency approaches are
1. Fielders contingency model Fred fielder states that leadership is effective when the
leaders style is appropriate to the situation. It is determined by 3 principal factors
a. The relations between the leaders and followers
b. Structure of the task
c. Power inherent in the leaders position
If the situation does not fit the leader
I.
Change the leaders trait or behaviors
II.
Select the leaders who have traits or behaviors befitting the situation
III.
Move leaders around in the organization until they are in positions that fit them
IV.
Change the situations
2. Hersey and Blanchard situational leadership model The most important factor
affecting the selection of a leaders style is the development or maturity level of
subordinate. Maturity has 2 components
a. Job skills and knowledge

b. Psychological maturity
Leadership styles appropriate for various maturity levels of subordinates
I.
Directing for people who lack competence but enthusiastic and
committed
II.
Coaching for people who have some competence but lack
commitment.
III.
Supporting for people who have competence but lack confidence or
motivation.
IV.
Delegating for people who have both competence and commitment
3. Path-goal model leadership can be effective because leaders can influence
subordinates perceptions because of their work goals, personal goals and path to goal
attainment
Effective leaders can enhance subordinate motivation by
a. Clarifying the subordinates perception of work goals
b. Linking meaningful rewards with goal attainment
c. Explaining how goals and desired rewards can be achieved
Leadership styles of path-goal proponents
i.
Directive leadership the leader focuses on clear task assignments, standards of
successful performance, and work schedules.
ii.
Supportive leadership The subordinates are treated as equals in a friendly manner
while striving to improve their well being
iii.
Participative leadership the leader consults with subordinates to seek their
suggestions and then seriously considers those suggestions when making decisions
iv.
Achievement-oriented leadership Where the leader set challenging goals,
emphasize excellence, and seek continuous improvement while maintaining a high
degree of confidence that subordinates will meet difficult challenges in a responsible
manner
4. Vrooms decision-making model focuses on the appropriate degrees of delegation of
decision making authority
Chap 9 pdf