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Comparing Skills Demand

2018 vs. 2022

What skills will thrive in the Fourth

Industrial Revolution?

“The Fourth Industrial Revolution creates

unlimited possibilities for the people who are
interested in business. While it can be scary
when companies apply technology to Introduction
transform business models in their industries
or across other industries, it generates
innovation and improves competitiveness.” Module 1
— Chun-Yuan Gu, President of Asia, Middle East and Africa Region, ABB

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MANagement is… Definition of Management

• Getting things done through people.
• The process of achieving organizational goals by engaging • Organization – a social entity that is goal
in the four major functions of planning & decision-making,
directed and deliberately structured.
organizing & staffing, directing/leading, and controlling.
• Identifying a “force”/group of people whose job is to direct • Effectiveness – the degree to which the
the effort and activities of other people towards a common organization achieves a stated goal.
organizational objective. • Efficiency- the use of minimal resources-
• The performance of conceiving and achieving desired raw materials, money and people-to
results by means of group effort consisting of utilizing
resources, that will determine the success and failure of an
produce a desired volume of output.
organization.

Definition of Management Leading the Management Revolution

• “Management is both an art and a science”
Planning
Select goals It seeks to integrate into a unified, coordinated whole all
and ways to Performance
Resources
attain them •Attain goals
the essential factors that make up an organization.
•Human
•Financial
Controlling Organizing •Products The Changing Paradigm of Management
•Raw Materials
Monitor activities
and make
Assign •Services • Paradigm is a mind set that presents a fundamental
responsibility for
•Technological corrections task •Efficiency way of thinking about, perceiving, and understanding
•Information Leading
accomplishment
•Effectivene the world.
ss
Use influence to • The primary shift is from the traditional vertical
motivate employees
organization to something called the learning
organization.

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Old Paradigm New Paradigm Categories of Management Skills

Vertical Organization Learning Organization
FORCES ON ORGANIZATIONS

Markets Local, domestic Global

Workforce Homegenous Diverse
Technology Mechanical Electronic
Values Stability and efficiency Change, chaos

MANAGEMENT COMPETENCIES

Focus Profits Customers, employees

Leadership Autocratic Dispersed, empowering
Doing Work By individuals By teams Human skills is the managers ability to work with and
Relationships Conflict, competition Collaboration
through other people and to work effectively as a group
member.

Conceptual skills is the cognitive ability to see the

organization as a whole and the relationship among
its parts. It involves knowing where one's department
fits into the total organization and how the
organization fits the industry, the community and the
broader business and social environment.
Technical skills is the understanding
of a proficiency in the performance of
specific tasks.
Management Roles
• Informational roles describe the activities
used to maintain and develop an information
network.
• Interpersonal roles pertain to the
relationships with others and are related to the
human skills.
• Decisional roles pertain to those events about
which the managers must make a choice and
take action.

3

MANAGING IN
ENGINEERING:
A PERSPECTIVE
• Application of quantitative methods and techniques to the
practice of management
– The engineering manager is distinguished from other
managers because he possess both an ability to apply
engineering principles and skill in organizing and directing
people and projects
– He is uniquely qualified for two types of jobs : the
management of technical functions (such as design or
production) in almost any enterprise, or the management
of broader functions (such as marketing or top
management) in a high – technology enterprise.
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Engineering Management is…
• It is the discipline addressed to making and implementing
decisions for strategic and operational leadership in current
and emerging technologies and their impacts on interrelated
systems. IEEE (1990) and Kocaoglu (1991)
• It is the art and science of planning, organizing, allocating
resources, and directing and controlling activities that have a
technological component. American Society for Engineering Management
Need for Engineers in
Management
In a global competition, the ability to compete successfully is
fostered by corporate leaders who can do the following:
1. Really understand the business
2. Understand technology (present and future)
3. Treat R&D as an investment to be nurtured, rather than an
expense to be minimized
4. Spend more time on strategic thinking
5. Dedicated to solve customer’s problem or satisfying a need
6. Place a premium on innovation
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Why Study Engineering

Engineering Organization
Management?
• Helps the engineer to be an effective technical specialist; 1. Technology is key
• Help strengthen their ability to lead people and projects; element.
• Provides better understanding of how the engineering skill Engineering is usually a
can support the organization and its customer, and; critical link in the overall
business strategy and
• A trained engineering manager can be qualified in the
long-range business plan
management of technical functions (research, design, or
of a company, institution
production) and the management of broader functions (such
or government unit.
as marketing or general management) in high technology
enterprise

2. Engineering 3. They are densely populated with technical personnel.

capabilities • These people are well educated, highly individualistic,
critically creative but often not the greatest team players.
influence new
product
strategies,
company
charters and
missions.

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4. Engineering organizations are by and large loosely The Engineering Manager

structured. Engineers must deal with multiple
accountabilities, multiple bosses, resource-and power -
sharing, and conflicts.
Engineering managers have engineering training and specific
technical knowledge and experience, and are accountable for the
results of the unit, section or department they head up.
Prerequisites to Be an Effective Engineering Manager
1. An engineering manager needs to be motivated to acquire
knowledge (e.g., roles, functions and vocabulary) and skills;
2. Prepare mentally (job outlook, management orientation,
personality traits and flexibility);and
3. Be determined to diligently practice the principles of engineering
management.

Nature of Management Decisions

• Managers decide what should be done (strategic), and
technical contributors determined how things should be done
(tactical).
Work of Engineering Managers
• Engineering managers plan, organize, lead and control
people, teams, money, technology and other resources to
achieve the business objectives of the company.