Studied by 53 people
Money
Manpower
Materials
Machine
Methods
5 M's of Management
Engineering
application of knowledge gained from research, experience, and practice of mathematical and natural science
Management
set of activities focused at the resources of an organization in order to effectively achieve organizational objectives
Engineering Management
tip: uses the word specialized
specialized form of management required to successfully lead engineering personnel and projects
Engineering Management
the activity combining ātechnical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money
Managers
those in positions of authority who make decisions
Managers
someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources
Organization
a group of two or more individuals that exists and works to achieve widely held goals
efficient
using resources wisely and without unnecessary waste
effective
doing the right thing successfully
Objective
setting the goals for the achievement of which management tasks are driven
Effective Management
only possible by setting goals that are aligned with the common objectives of the organization
money
- financial resources of an organization
- most critical and all-purpose resource of every organization
manpower
- human resources of an organization
- all personnel employed in an organization
materials
resources used by individuals to fulfill the organization's goals
machines
resources that help facilities to perform all activities towards the achievement of the objectives
methods
tip: tip: normal (learn the difference with method)
normal and prescribed ways of doing things
people
the managers and manpower
Objective
Financial, Human and Material Resources of Management
People
basic elements of management
Frederick Taylor
father of modern management
Frederick Taylor
he sought to reduce the time a worker spent on each task
Frederick Taylor
was the first to suggest that the primary functions of managers should be planning and training
1909
the year when The Principles of Scientific Management was issued
The Principles of Scientific Management
book where Taylor proposed that if workers were optimized and simplified, productivity would increase
Frank and Lillian Gilbreth
came up with the idea of filming workers to analyze their motions
1. Scientifically study each part of a task and develop the best method for performing it
2. Carefully select workers and train them to perform each task
3. Cooperate fully with workers
4. Managers analyze and plan work; workers actually perform the tasks
4 Principles of Scientific Management
Max Weber
he was convinced that organizations based on rational authority were most competent
Bureaucracy
a type of rational organization where authority was given to the most competent people
authority
the power to hold people accountable for their actions
1. Authority is the power to hold people accountable for their actions.
2. Positions in the firm should be held based on performance, not social contacts.
3. Position duties are clearly identified so that people know what is expected of them.
4. Lines of authority should be clearly identified such that workers know who reports to who.
5. Rules, standard operating procedures (SOPs), and norms guide the firm's operations.
5 Principle of Bureaucracy
Henri Fayol
- desired that managers be accountable for more than just increasing production
- thought that successful companies were bound to be happy and empowered workers, and thus effective management
General and Industrial Management
book published by Henri Fayol in 1916
Henri Fayol
he believed that successful businesses included satisfied and motivated employees, as well as effective management
1916
year when Fayol published his book
Foresight
Organization
Command
Coordinate
Control
5 Duties of Management
Planning
Organizing
Leading
Controlling
4 Functions of Management
foresight
create a plan of action for future
organization
provides the resources to implement the plan
command
select and lead the best workers
coordinate
make sure the diverse efforts fit together
control
verify whether things are going according to plan and make corrections where needed
Division of Work
specialization helps the individual to build up expertise
Authority
power to issue orders
Discipline
promotes consistent rules and regulations aimed at achieving good discipline and compliance among employees
Unity in Command
employees are only expected to be accountable to one immediate supervisor or superior
Unity in Direction
there should be only one plan, one objective, and one head for each of the plans
Subordination of Individual Interest to General Interest
management must see that the goals of the firms are always paramount
Renumeration
both workers and management should have a fair wage and justifiable
Centralization
decision-making should be centralized
Scalar Chain
a hierarchy is necessary for unity of direction
Order
- material order and social order
- rule of giving every material its right position in the organization
Equity
treating employees fairly
Stability of Tenure
employees work better if job security and career progress are assured to them
Initiative
help employees feel more engaged with an organization and improve their workplace satisfaction
Espirit de Corps
management must foster the morale of its employees
Espirit de Corps
French phrase which means enthusiasm and devotion among a group of people
Division of Work
Authority and Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual Interest
Remuneration
The Degree of Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Espirit de Corps
DEAD TRIES SUSO U
14 Principles of Management
Henry Gantt
made the Gantt Chart and the Task and Bonus System
Gantt Chart
Task and Bonus System
two key contributions to Classical Management Theory by Henry Gantt
Gantt Chart
system that offers a visual representation of what happens during a project
project breaks down into tasks
when each task will begin and end
how long
who's assigned
how tasks relate
when important meetings, approvals, or deadlines need to happen
how work is progressing
full project schedule
Gantt Chart benefits
Mary Parker Follett
- mother of modern management
- believed that management was the art of getting things done through people
- offered valuable insight on the importance of "powering with" rather than "powering over"
Direct Contact
Early Stages
Reciprocal Relationship
Continuous Process
Follett's Principles of Coordination
Direct Contact
helps organization avoid conflict and misunderstandings
Early Stages
no employee should feel less important than the next; each has a significant role that compliments the roles of others
Reciprocal Relationships
no one person should be trying less or more than the other
Continuous Process
coordination must be maintained
Integration
Power With
Group Power
Follett's Theory of Management
Integration
workers of all levels should integrate to reach organization's goals
Power With
workers should practice co-active power rather than delegating power to certain individuals
Group Power
should be valued over personal power
Project
tip: project is a process
- temporary process that has clearly defined start and end time developed to accomplish a well-defined objective
- group of interrelated activities, constrained by time, cost and scope
Temporary
Unique
Project Characteristics
Temporary
means it has definite start and finish
Unique
project/service is different in some distinguishing way
Project Management
tip: it is an organization
- unique process consisting a set of coordinated and controlled activities with start and finish dates
- temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time
A temporary organization
Coordinated and controlled activities
A time and cost constrained operation
Application of knowledge, skills, tools, and techniques
Project Management Characteristics
Initiation
stage where a project is approved and financed as an idea
Planning
development of detailed plans required to managae the implementation of the project
Implementation
tip: necessary actions
taking all necessary actions to ensure the activities in the project plan are completed
Monitoring
measuring the progress of a project against its objectives
Handle projects effectively
Define the project and agree with the customer
Plan and assess resource needs for the project
Estimate project cost and make proposals
Plan and schedule activities in a project
Allocate the right resource at the right time
Assess risk and failure points and make back up plans
Lead a project team effectively and communicate well
Importance of Project Management (mahahaba)
Adapt
learns and adapts the the method, and approaches and determines what works best for the project
Objectives not properly defined
Insufficient planning and coordination
Poor estimation of duration and cost
Incomplete, unrealistic, and outdated plans
Lack of communication
Inadequate definition and acceptance of roles
Poor commitment to the project
Weak control processes
Lack of risk analysis
Lack of good quality controls
Project Challenges (mahahaba)
Closing
when the project has achieved the planned objectives and all deliverables have been completed
Internal Environment
External Environment
two strong factors projects are influenced by
Internal Environmental
conditions that the organization has established for the project work
External Environment
conditions that the project has little or no influence to change
policies and procedures
compensations
benefits
standards
access and use of technology
norms
values
politics
general organization culture
examples of Internal Environment (Module 1)
donor and government requirements
international or local regulations
local infrastructure
limited availability of skills
competitive labor market
examples of External Environment (Module 1)
Process
People
Tool
Project Ecosystem (3)
Process
tip: learn the difference with method
determine how the work needs to be accomplished
Tool
techniques and devices selected by the organization
People
skills and capabilities of the people in charge of managing the project
Initiation
Planning
Implementation
Monitoring
Adapt
Closing
Project Management Cycle
Scope
Schedule
Budget
Quality
Project Constraints (4)
Scope
boundaries of the project
Schedule
time to complete the project
Budget
tip: funding (learn the difference with money)
funding available to cover all expenses
Quality
delivering the project outcomes according to the expectations of the stakeholders
Note 
Flashcard (42)