ENGINEERING MANAGEMENT

ORGANIZING

ORGANIZING

the structuring of resources and activities to accomplish objectives in an efficient and effective manner

DEPARTMENTATION

grouping of related jobs, activities, or processes into major organizational subunits.

SPAN OF CONTROL

the number of people who report directly to a given manager

STRUCTURE

arrangement or relationship of positions within an organization

DIVISION OF LABOR

determining the scope of work and how it is combined in a job

DELEGATION OF AUTHORITY

the process of assigning various degreees of decision making authority to subordinates

COORDINATION

linking of activities in the organization that serves to achieve a common goal or objective

FORMAL ORGANIZATION

the structure that details lines of responsibilities, authority and positions

INFORMAL GROUPS

members of organization spontaneously form a group with friendship as a principal reason for belonging

ORGANIZATION CHART

diagram of the organization’s official positions and formal lines of authority

ORGANIZATIONAL MANUAL

provides written descriptions of authority relationships, details the functions of major organizational units and describes job procedure

POLICY MANUALS

describes personnel activities and company policies

FUNCTIONAL ORGANIZATION

form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, grouped into one unit.

PRODUCT OR MARKET ORGANIZATION

organization of company by divisions that brings together all those involved with a certain type of product or customer.

MATRIX ORGANIZATION

organizational structure in which each employee reports to both a functional or division manager and to a project or group manager

FRIENDSHIP, COMMON INTEREST, PROXIMITY, NEED SATISFACTION, COLLECTIVE POWER, GROUP GOALS

6 reasons for joining or forming a group

LINE AUTHORITY

manager’s right to tell subordinates what to do and then see that they do it.

STAFF AUTHORITY

staff’s specialist’s right to give advice to a superior

FUNCTIONAL AUTHORITY

specialist’s right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization

PERSONAL STAFF

individuals assigned to specific manager to provide needed staff services

SPECIALIZED STAFF

individuals providing needed staff services for the whole organization

COMMITTEE

a formal group of persons formed for a specific purpose.

AD HOC COMMITTEE

one created for a shor-term purpose and have a limited life. EX: anniversary festives

STANDING COMMITTEE

permanent committee that deals with issues on an ongoing basis. EX: complaints from employees of the org

STAFFING

management function that determines human resource needs, recruits, selects, trains, and develop human resources for jobs created by an organization

human resource plan

recruitment

selection

induction and orientation

training and development

performance appraisal

employment decisions

separations

8 staffing procedures

HUMAN RESOURCE PLANNING

the planned output of any organization will require a systematic deployment of human resources at various levels.

FORECASTING

assessment of future human resource needs in relation to the current capabilities of the org

PROGRAMMING

translating the forecasted human resource needs to personnel objectives and goals

EVALUATION AND CONTROL

monitoring human resource action plans and evaluating their success

time series methods

explanatory, causal models

monitoring methods

METHODS OF FORECASTING

TIME SERIES METHODS

use historical data to develop forecasts of the future

EXPLANATORY, CAUSAL MODELS

attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions

regression models

econometric models

leading indicators

3 major types of explanatory models

economic models

system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables

leading indicators

time series that anticipate business cycle turns

monitoring methods

those that provide early warning signals of signbificant changes in established patterns and relationships so that the engineer manager can access the likely impact an plan responses if required.

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

recruitment

organization’s current employees

newspaper advertising

schools

referrals from employees

recruitment firms

competitors

6 source of applicants

selection

act of choosing from those that are available the individuals most likely to succeed on the job.

application blanks

references

interviews

testing

4 ways of determining the qualifications of a job candidate

psychological tests

physical examination

types of tests

psychological tests

objective standard measure of a sample behavior

aptitude test

one used to measure a persons capacity or potential ability to learn

performance test

one used to measure a person’s current knowledge of a subject

personality test

one used to measure personality traits as dominance, sociability, and conformity

interest test

one used to measure a persons interest in various fields of work

physical examination

type of test given to assess the physical health of an applicant

Induction

new employee is provided with the necessary information about the company

orientation

new employee in introduced to immediate working environment and co workers

training

learning that is providedin order to improve performance on the present job

ojt

vestibule school

apprentice program

special courses

training program for non managers

ojt

trainer is placed in an actual work situation under the direction of his immediate supervidor,who acts as trainer

vestibule school

trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present

apprentice program

combination of ojt and experiences with classroom instruction in particular subjects are provided to trainees

special courses

provide more emphasis on education rather than training.

in basket

management games

case studies

training programs for managers

in basket

trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation.

management games

trainees are faced with a simulated situation and are required to make an on going series of decisions about the situation

case studies

actual situations in orgs and enable one to examine successful and unsuccessful operations

role playing

trainees are assigned roles to play in a given case incident

behavior modeling

attempts to influence the trainee by showing model persons behaving effectively in a problem situation

sensitivity training

awareness and sensitivity to behavioral patterns of oneself and others are developed

transactional analysis

to help individuals not only understand themselves and others but also improve their interpersonal communication skilss

ojt experience

this method provides valuable opportrunities for the trainee to learn various skills while actually engaged in the performance job

coaching

method requires a senior manager to assist a lower level manager by teaching him the needed skills

understudy

a manager works as assistant to a higher level manager and participates in planning

position rotation

manager is given assignments in a variety of depatments

multiple management

premised on the idea that junior executives must be provided by means to prepare them for higher management positions

performance appraisal

measurement of employee performance

rating scale metod

essay method

management by objectives method

assessment center method

checklist method

ranking method

critical-incident method

8 ways of appraising performance

employment decisions

after evaluating the performance of employees, the management will jow be ready to make _________.

monetary rewards

promotion

transfer

demotion

employment decisions are classified as:

separation

either a voluntary or involuntary termination of an employee

involuntary separation

also known as termination

communication

a process of sharing information through symbols, including words and message

information function

motivation function

control function

emotive function

4 functions of communication

information function

maybe used for decision making at various levels in the organization`

motivation function

means to motivate employees to commit themselves to the organizations obejctives

control function

when properly communicated, reports, policies, and plans definines roles, clarify duties, authorities and responsibilities.

emotive function

when feelings are repressed in the organization, employees are affected by anxiety, which affects perfomance

develop an idea

encode

transmit

receive

decode

accept

use

provide feedback

8 COMMUNICATION PROCESS

verbal

non verbal

forms of communication

verbal communication

those transmitted through hearing or sight

non verbal communication

conveying message through body languange, as well as the use of time, spcae, touch, clothing, appearance….etc

personal barriers

physical barriers

semantic barriers

3 barriers of communication

personal barriers

hindrances to effective communication arising from communicators characteristics as a person such as emotions,values, poor listening habits, sex, age, race…etc

physical barriers

interferences to effective communication occuring in the environment where the communication is undertaken

semantic barriers

interference with the reception of a message that occurs when the message is misunderstood even though it is received exactly as transmitted

downward communication

upward communication

horizontal communication

3 techniques for communicvating in organizations

downward communication

message flows from higher levels of authority to lower levels

upward communication

messages from persons in lower level positions to persons in higher positions

horizontal communication

messages sent to individuals or groups from another of the same organization level or position

formal grievance procedures

employee attitude and opinion surveys

suggestions systems

opendoor policy

informal gripe sessions

task forces

exit interviews

techniques used in upward communication

management information system

an organized method of providing past, present, and projected information on internal operations and external intelligence for use in decision making