1. Engineering Management:
PEOPLE AT WORK
A Report by: Hazel Anne B. Cledera
(BS ChE – 5)

2. Frederick W.Taylor
 American engineer
 Developed the principles of “scientific
management”

3. Scientific Management
 The management of industrial production
production processes should be based on
scientific principles of measurement and
control.
 e.g. People could be made to produce
more quickly if conditions are made
conducive

4. Scientific Management
 The selection of workers, their training,
and the methods they should use must be
determined by managers.
 Production line – workers at each stage
perform tasks exactly as determined by
management.
 Work Study – tasks were broken down
into basic activities.

5. Scientific Management
 “People are not amendable to scientific
treatment.”
 Individuals and groups can behave or
respond in ways that are not predictable,
and prediction is the logical purpose of
scientific theory.
 Late in life Taylor acknowledged the flaw
in his theory, and regretted the effects.

6. Modern Ideas of Motivation and
Management:The Hawthorne
Experiments
 People’s productivity is a complex
function of individual and team dynamics,
not a simple matter related to physical
conditions and manual skills.

7. Modern Ideas of Motivation and
Management:The Hawthorne
Experiments
 Conclusion: productivity went up when
the workers, as individuals and within the
team, were allowed to use their own
initiative in determining exactly how to
perform a task (e.g of assembling
tel.relays) rather than having to follow a
rigid sequence laid down by management.

8. Maslow’s “Hierarchy of Needs”
 “basic motivating forces” of people in life
and at work.
Self-actualization
Esteem
Social
Security
Physical

9. Maslow’s “Hierarchy of Needs”
 People will be motivated by the most
pressing unsatisfied needs in the hierarchy,
and that higher needs will not motivate
people who have not satisfied lower
needs.

10. McGregor’s Theories of Management
Style:Theory X and TheoryY
 Theory X managers are authoritarian,
aloof, and manage by order and decrees.
 They do not tolerate deviations. They
believe that they should decide how tasks
should be performed.
 Fits well withTaylor’sTheory (sci.mgmt),
and it satisfies the first two levels of
Maslow’s Hierarchy needs.
 TX Managers can be effective in short-
term situations or when tasks are simple.

11. McGregor’s Theories of Management
Style:Theory X and TheoryY
 TheoryY managers adopt a relaxed
approach.
 Approachable, manage by consultation and
consensus.
 They minimize the use of directives and
formal procedures.

12. TheoryY management is based on
the ff. assumptions:
 People do not inherently dislike work, and in
fact prefer to enjoy it.
 People have a natural tendency to direct and
control their own life and work.
 Peoples’ commitment to work is related to
the rewards they receive, including
recognition, respect, and fulfillment (higher
needs).
 People can learn to accept responsibility.
 Industrial managers generally underestimate
the intellectual potential of people at work.

14. Mogregor’sTheories of Management
Style:Theory X and TheoryY
 TheoryY managers are usually more
successful in terms of the result of their
teams; skills and experience of individuals
in the team are important.
 In most management situations there is a
constant tension between the two
approaches.
 It is the undercompetent manager who will
resort to the Theory X approach.

15. Drucker’s “New Management”
 He explained why “scientific management” is
fundamentally inappropriate to the
motivation and management of people at
work.
 He advised that responsibilities should be
delegated who perform the tasks, and that
the management’s role is to determine the
major objectives of the business and to set
up the necessary structure and resources,
and then to motivate and train their people
in the right direction.

16. Drucker’s “New Management”
 Fudamental to Drucker’s teaching is the
imperative that teams should be created,
working for the managers responsible for
meeting the objectives.
 Managers must be responsible for leading
their teams in all aspect.
 Outside interference from specialists or
“co-ordinators” should be eliminated.

17. Drucker’s “New Management”
 Managers are the most expensive resource
of the enterprise.
 The quality of management is the only factor
that really differentiates competing
businesses, since they all have the same
access to machines, materials, and other
resources that can be bought.
 Management determines how well resources
are applied, and it is the application of the
resources of business that determines
success or failure.

18. Drucker’s “New Management”
 Wise selection of managers is crucial to
the performance and future of the
enterprise.
 His teaching is at the heart of all sucessful
modern business. Indeed, Drucker
predicted that the countries that would
be the world’s economic leaders would be
those whose managers understood and
practiced the principles he set out.

19. Drucker’s “New Management”
 JAPANESE industry sytematically applied
these principles, as did most of the
companies in other countries that have
become world leaders in their fields.

20. W.E Deming
 Best known for his “14 points”
 He had been teaching methods for
improvement of quality and productivity
in Japan since 1950, having been invited to
assist Japanese industry to rebuild after
the war.
 One of the pioneers in teaching the
application of statistics to production
quality control.

21. W.E Deming
 He is now acknowledged to have been
probably the most influential single figure
in the growth of Japanese industry since
1950.
 The annual Japanese award for excellent
progress in quality is called the Deming
Award.

22. Deming’s 14 Points
1. Create consistency of purpose for continual improvement
of products and service, allocating resources to provide for
long-range needs rather than only short-term profitability.
2. Adopt wholeheartedly the philosophy of continuous
improvement and elimination of all waste, delays, and
defects.
3. Cease dependence on inspection to assure quality, by
creating quality products in the first place.
4. End the practice of awarding business on the basis of initial
cost only, and insist upon quality. Develop partnership
arrangements with suppliers rather than adversal dealings
with multiple suppliers.

23. Deming’s 14 Points
5. Strive to improve continuously every process of
production, planning, and service.
6. Institute continuous on-the-job training for all, including
managers, to develop new skills and to keep up to date
with new methods, materials, etc.
7. Provide leadership at all levels of management, to help
people to do a better job.
8. Eliminate fear from the workplace by encouraging effective
communication between all in the organization.
9. Break down the barriers that usually exist between
departments and functions, by instituting teamwork.

24. Deming’s 14 Points
10. Eliminate slogans, exhortations, and targets that demand higher
productivity without providing methods.
11. Eliminate work standards and numerical quotas. Replace them
with help and leadership towards continual improvement.
12. Remove all barriers that prevent people from having pride in
their work.
13. Institute a comprehensive programme of education, and
encourage self-improvement.
14. Ensure that top management is totally and permanently
committed to continuous improvement in quality and
productivity, and that the commitment is shared at all levels, by
active leadership and participation

25. Deming’s 14 Points
 Deming’s 14 points clearly are in
harmony with the earlier western
teaching on motivation in industry; they
apply the ideas of Drucker and
McGregor: emphasizing continual
improvement throgh delegation, training
and teamwork.

26. Individuals’ talents and motivations
 Individuals have talents that vary over wide
ranges of type and quality. Some are fixed within
the individual.
 Basic intelligence and aptitudes are probably
determined at birth, so that a person who is good
at, say, artistic expression should not necessarily
be expected to be a good engineer.
 Likewise, a person might be extremely inventive,
but lack the aptitudes needed to manage a team.
 Not all engineers are inventive, inductive
thinkers...

27. Individuals’ talents and motivations
 People also have other talents, which
develop with time. These are the skills
taught by education and training, and
developed with experience.
 Whilst an innate talent such as
intelligence or inventiveness is limited
within any individual, there are no limits to
the knowledge and skills which can be
developed.

28. Individuals’ talents and motivations
 A person’s motivation to improve
depends strongly upon the factors
described by Maslow in the “hierarchy of
needs”.
 The higher needs, for social acceptance,
esteem, and fulfillment, must be seen to
be satisfied by the effort to obtain further
skills and qualifications.

29. Individuals’ talents and motivations
 Individual motivation also depends on
other, more subtle factors, that can be
more difficult for managers to appreciate
and influence.Age, family situations, and
health can have powerful effects, either in
favour of or against performance and
improvement.
 Moods and attitudes can vary due to
unconnected eventsor to other info,
notably rumors.

30. Teams
 organized to function cooperatively as a
group
 Whilst individuals each possess a range of
talents, teams of people working together
possess the sum of these talents.
 E.g: if we need a team that includes skills
in analogue electronic design and motor
control, we can either employ two
specialists or one engineer who is
experienced in both areas.

31. Teams
 However, the motivation of teams is even
more complex than that of indicviduals.
 The performance of teams is, of course,
strongly influenced by their leaders.
 Team leaders are imposed by
management. However in many groups
unofficial leaders also emerge.

32. Teams
 Of course the ideal situation is for the
imposed leader to be accepted by the
group. For this to happen, the aims of the
leader and of the team must be perceived
to be in harmony, and the leader must
have the attributes that inspire the team to
accept his position and to trust him to
satisfy their higher motivational needs.

33. Teams
 There is a good and valid analogy
between management of teams at work
and that of teams in sports.
 The management of engineers and of
engineering must be based on the same
fundamental principles that underly
success in sport.

34. Conflict
 a disagreement or clash between ideas,
principles, or people.
 Due to individual differences, wide range
of ages and backgrounds, the degree of
team and individual working can vary.
 There will be different possible
approaches to problems, and priorities
that seem to be in conflict.

35. Conflict
 Combined with all of these causes for
potential friction and conflict in
engineering work is the fact that
engineers are no different to other
professions in terms of personalities,
moods, and pressures that can influence
teamwork.

36. Conflict
Engineering managers must:
 First seek to prevent friction and conflict,
by careful selection, development, and
leadership.
 Be alert to potential conflicts, and must
act swiftly to prevent them from
developing.

37. Conflict
2 Kinds of Conflict within teams:
 Two individuals may be in disagreement;
or
 An individual may be in disagreement with
the rest of the team

39. Conflict
 If conflict has already developed action
must be taken immediately to remove the
cause and to re-etablish harmony.

40. Conclusions: Applying the New
Management to Engineering
 The new management philosophy places
great demands of leadership, knowledge,
vision, and courage, at all levels of
management.
 All levels must have knowledge and skills
to teach their people, and to guide them
when problems arise.
 They must be able to judge which
methods and ideas are likely to succeed,
and which are not.

41. Conclusions: Applying the New
Management to Engineering
 It is the quality of management at all
levels, and particularly at the top of the
organization, that is the principal
determinant of success and growth,
particularly in competitive situations.

43. THANK
YOU!