Engr. Patricia A.

Dimayuga, CIE
Industrial Engineering Department
Course Description

Decision-making; the functions of management;

managing production and service operations;
managing the marketing function; and managing the
finance function.
Number of Units for Lecture
2 units lecture
Number of Contact Hours per Week:
2 hours lecture
Prerequisite:
Third Year Standing
Program Outcome
a. ability to communicate effectively
b. knowledge of contemporary issues
c. knowledge and understanding of engineering and management
principles as a member and leader in a team, to manage projects and in
multidisciplinary environments
Learning Objectives:
After completing this course, the student must be able to:
1. Understand the field of management;
2. Know and apply the different functions of management.
Course Outline
1. Introduction to Management
2. Decision Making
3. Functions of Management
3.1. Planning / Coordinating
3.2. Organizing
3.3. Staffing
3.4. Communicating
3.5. Motivating
3.6. Leading
3.7. Controlling
4. Managing Product and Service Operations
5. Managing the Marketing Function
6. Managing the Finance Function
Grading System
Grade Source Percentage Group Reporting Percentage

Attendance 10% Presentation 30%

Activities/ Seatwork/ 10% Preparation/ 25%

Reporting Participation

Quizzes 15% Group Attendance 20%

Minor Exam 25% Content 25%

Completeness
Major Exam 40%
INTRODUCTION TO MANAGEMENT
Learning Objectives
The objectives of this lesson are to enable to define management; to describe the nature and
scope of management; to know the difference between management and administration; to
understand various levels of management; and to describe the various skills that are
necessary for successful managers.

Management
Management is a process of planning, decision making, organizing, leading, motivation
and controlling the human resources, financial, physical, and information resources of an
organization to reach its goals efficiently and effectively.
MANAGEMENT
• Management is essential not only for business concerns but also
for banks, schools, colleges, hospitals, hotels, religious bodies,
charitable trusts etc.
• Every business unit has some objectives of its own. These
objectives can be achieved with the coordinated efforts of several
personnel.
• It is management that regulates man's productive activities through
coordinated use of material resources. Without the leadership
provided by management, the resources of production remain
resources and never become production.
• They also have to organize and utilize their resources in such a way
as to optimize the results. Not only in business enterprises where
costs and revenues can be ascertained accurately and objectively
but also in service organizations such as government, hospitals,
schools, clubs, etc., scarce resources including men, machines,
materials and money have to be integrated in a productive
relationship, and utilized efficiently towards the achievement of
their goals.
MANAGEMENT
Henry Fayol, "To mange is to forecast and
plan, to organize, to compound, to co-
ordinate and to control."

Koontz and O'Donnell, "Management is the

creation and maintenance of an internal
environment in an enterprise where
individuals, working in groups, can perform
efficiently and effectively toward the
attainment of group goals. It is the art of
getting the work done through and with
people in formally organized groups."
Effective Management
• Effective management can produce not only more outputs of goods
and services with given resources, but also expand them through
better use of science and technology.
Golden Rule of Effective Management
1. Be consistent.
2. Focus on clarity, accuracy and thoroughness in communication.
3. Set the goal of working as a team.
4. Publicly reward and recognize hard work.
5. Be the example.
6. Never go with 'one-size-fits-all.'
7. Remain as transparent as possible.
8. Encourage all opinions and ideas.
9. Help people enjoy work.
10. Listen and ask questions.
CHARACTERISTICS OF MANAGEMENT
Economic Resource
Management is one of the factors of production together with land, labour and
capital. Efficient management is the most critical input in the success of any
organized group activity as it is the force which assembles and integrates other
factors of production, namely, labour, capital and materials. Inputs of labour, capital
and materials do not by themselves ensure production, they require the catalyst of
management to produce goods and services required by the society. Thus,
management is an essential ingredient of an organization.
CHARACTERISTICS OF MANAGEMENT
Goal Oriented
Management is a purposeful activity. It coordinates the efforts of workers to achieve
the goals of the organization. The success of management is measured by the extent
to which the organizational goals are achieved. It is imperative that the
organizational goals must be well-defined and properly understood by the
management at various levels.
CHARACTERISTICS OF MANAGEMENT

Distinct Process
Management is a distinct process consisting of
such functions as planning, organizing, staffing,
directing and controlling. These functions are
so interwoven that it is not possible to lay down
exactly the sequence of various functions or
their relative significance.
CHARACTERISTICS OF MANAGEMENT
Integrative Force
The essence of management is integration of
human and other resources to achieve the
desired objectives. All these resources are made
available to those who manage. Managers apply
knowledge, experience and management
principles for getting the results from the workers
by the use of non-human resources. Managers
also seek to harmonize the individuals' goals with
the organizational goals for the smooth working
of the organization.
CHARACTERISTICS OF MANAGEMENT
System of Authority
Management as a team of managers
represents a system of authority, a hierarchy
of command and control. Managers at
different levels possess varying degree of
authority. Generally, as we move down in the
managerial hierarchy, the degree of
authority gets gradually reduced. Authority
enables the managers to perform their
functions effectively.
 LEVELS OF MANAGEMENT
Top Middle Lower/Operative
Management Management Management
Top management of a Middle management of a
company consists of company consists of heads of Lower level or operative
owners/shareholders, Board functional departments viz. management of a
of Directors, its Chairman, Purchase Manager, company consists of
Managing Director, or the Production Manager, Superintendents,
Chief Executive, or the Marketing Manager, Foremen, Supervisors, etc.
General Manager or Financial controller, etc. and
Executive Committee having Divisional and Sectional
key officers. Officers working under these
Functional Heads.
TOP MANAGEMENT
the ultimate source of authority and it lays down goals, policies and plans for the
enterprise. It devotes more time on planning and coordinating functions. It is
accountable to the owners of the business of the overall management. It is also
described as the policy making group responsible for the overall direction and success
of all company activities.
FUNCTION OF TOP MANAGEMENT
(a)To establish the objectives or goals of the enterprise.
(b)To make policies and frame plans to attain the objectives laid.
(c) To set up an organizational frame work to conduct the operations as per
plans.
(d)To assemble the resources of money, men, materials, machines and
methods to put the plans into action.
(e)To exercise effective control of the operations.
(f) To provide overall leadership to the enterprise
MIDDLE MANAGEMENT
The job of middle management is to implement the policies and plans framed by the top management.
It serves as an essential link between the top management and the lower level or operative
management. They are responsible to the top management for the functioning of their departments.
They devote more time on the organization and motivation functions of management. They provide
the guidance and the structure for a purposeful enterprise. Without them the top 28 management's
plans and ambitious expectations will not be fruitfully realized.
FUNCTION OF MIDDLE MANAGEMENT
(a) To interpret the policies chalked out by top management.
(b) To prepare the organizational set up in their own departments for fulfilling the objectives implied in
various business policies.
(c) To recruit and select suitable operative and supervisory staff.
(d) To assign activities, duties and responsibilities for timely implementation of the plans.
(e) To compile all the instructions and issue them to supervisor under their control.
(f) To motivate personnel to attain higher productivity and to reward them properly.
(g) To cooperate with the other departments for ensuring a smooth functioning of the entire organization.
(h) To collect reports and information on performance in their departments.
(i) To report to top management
(j) To make suitable recommendations to the top management for the better execution of plans and policies.
Lower or operative management
It is placed at the bottom of the hierarchy of
management, and actual operations are the
responsibility of this level of management. It consists of
foreman, supervisors, sales officers, accounts officers
and so on. They are in direct touch with the rank and
file or workers. Their authority and responsibility is
limited. They pass on the instructions of the middle
management to workers.
They interpret and divide the plans of the management
into short-range operating plans. They are also involved
in the process of decisions-making. They have to get the
work done through the workers. They allot various jobs
to the workers, evaluate their performance and report
to the middle level management. They are more
concerned with direction and control functions of
management. They devote more time in the supervision
of the workers.
As an engineer, how will you manage/handle
management problems based on the discussed
lesson?
1. Decreased performance levels 7. Member has no time management
2. Members are always absent 8. Overbreak
3. Lack of communication 9. Excess overtime
4. Poor teamwork 10. New employee
5. Pressure to perform 11. Member decide based on his/her wants
6. Members are not reporting daily status 12. Member produced defective products
ADMINISTRATION VS. MANAGEMENT
 TYPES OF MANAGEMENT
1. Strategic Management
2. Sales Management
3. Marketing Management
4. Public Relations
8. Financial & Accounting Management
5. Operations Management
9. Human Resources Management
6. Supply Chain Management
10. Information Technology Management
7. Procurement Management 15. Risk Management
11. Research &Development
Management 16. Change Management
12. Engineering Management 17. Quality Management
13. Program Management 18. Innovation Management

14. Project Management 19. Design Management

20. Facility Management
21. Knowledge Management
Thank you!
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