Managing Engineering and Technology Managing Engineering and Technology Third EditionThird EditionBabcock and MorseBabcock and Morse

Some Human Aspects of Some Human Aspects of OrganizingOrganizing

Chapter 6Chapter 6

D e c i s i o n M a k i n g

P l a n n i n g

O r g a n i z i n g

L e a d i n g

C o n t r o l l i n g

M a n a g e m e n t F u n c t i o n s

R e s e a r c h

D e s i g n

P r o d u c t i o n

Q u a l i t y

M a r k e t i n g

P r o j e c t M a n a g e m e n t

M a n a g i n g T e c h n o l o g y

T i m e M a n a g e m e n t

E t h i c s

C a r e e r

P e r s o n a l T e c h n o l o g y

M a n a g i n g E n g i n e e r i n g a n d T e c h n o l o g y

Advanced OrganizerAdvanced Organizer

Chapter ObjectivesChapter Objectives

• Describe the steps in staffing Describe the steps in staffing technical organizationstechnical organizations

• Explain the importance of Explain the importance of delegationdelegation

Staffing Technical Staffing Technical OrganizationsOrganizations

• Identify the Skill BaseIdentify the Skill Base• Estimate the Number of Estimate the Number of

PersonnelPersonnel• Plan Recruiting PoliciesPlan Recruiting Policies• Select the Best ApplicantsSelect the Best Applicants• Orient and Train ApplicantsOrient and Train Applicants• Evaluate PerformanceEvaluate Performance• Provide CompensationProvide Compensation

New HiresNew Hires

• Establish the need for new hires Establish the need for new hires

• Determine sources for new hiresDetermine sources for new hires• New college graduatesNew college graduates• Experienced professionalsExperienced professionals• Technician supportTechnician support• Other sourcesOther sources

Human Resource PlanningHuman Resource PlanningSelectionSelection

Usually involves several steps in a Usually involves several steps in a filtering processfiltering process

• Applications/Resumes reviewedApplications/Resumes reviewed

• Interviews accomplishedInterviews accomplished

• References checkedReferences checked• Candidates passing initial Candidates passing initial

screens formally interviewedscreens formally interviewed

ResumeResume

The first impression an The first impression an engineer makes is usually engineer makes is usually through the resumethrough the resume

Employment ApplicationEmployment Application

• If the resume creates a favorable If the resume creates a favorable impression the job candidate will impression the job candidate will be asked to fill out an applicationbe asked to fill out an application

• May be redundant with the May be redundant with the resume but will usually lead to an resume but will usually lead to an interviewinterview

Campus InterviewCampus Interview

• Graduating engineer typically makes Graduating engineer typically makes contact with potential employers on contact with potential employers on campuscampus

• Successful campus interviewsSuccessful campus interviews• Applicant learns about Applicant learns about

employment opportunities and employment opportunities and other advantages with firmother advantages with firm

• Interviewer learns enough about Interviewer learns enough about the applicantthe applicant

Site (Plant) VisitSite (Plant) Visit• Means company has a Means company has a

substantial interestsubstantial interest• Normally means three or four Normally means three or four

staff interviewsstaff interviews• Would include a tour of the area Would include a tour of the area

in which the candidate will workin which the candidate will work• Normally includes a briefing on Normally includes a briefing on

company benefit programs and company benefit programs and general company policiesgeneral company policies

The Job OfferThe Job Offer

• Is a formal letter offering specific Is a formal letter offering specific position and identifiesposition and identifies• SalarySalary• Reporting dateReporting date• Position and titlePosition and title• The supervisor the candidate The supervisor the candidate

reports toreports to• Provisions regarding moving Provisions regarding moving

expenses (if applicable)expenses (if applicable)

Orientation and TrainingOrientation and Training• Helps newcomer become Helps newcomer become

aware of organization and aware of organization and valuesvalues

Orientation and TrainingOrientation and Training• Some corporationsSome corporations

• Hold orientation classesHold orientation classes• Rotate newcomers through Rotate newcomers through

short assignments in various short assignments in various key departmentskey departments

• Includes total socialization of Includes total socialization of newcomer to the environment newcomer to the environment and culture of the organizationand culture of the organization

Appraising PerformanceAppraising Performance

• Provide feedback to the Provide feedback to the employeeemployee• Provide guidance on how to Provide guidance on how to

improve performanceimprove performance• Provide a performance basis for Provide a performance basis for

rewards/promotionsrewards/promotions• Provide objective documentation Provide objective documentation

for actions against non-performersfor actions against non-performers

Authority and PowerAuthority and Power

In organizationsIn organizations, legitimate power based on , legitimate power based on position, to direct subordinate’s work.position, to direct subordinate’s work.

In corporateIn corporate, individuals invest their assets , individuals invest their assets in corporate stock and delegate the right in corporate stock and delegate the right to manage them to board of directors.to manage them to board of directors.

Acceptance theory of authorityAcceptance theory of authority: because : because subordinates choose to accept the subordinates choose to accept the directives of superiors.directives of superiors.

Sources of PowerSources of Power

• Legitimate/positionLegitimate/position

• RewardReward• Coercive/punishmentCoercive/punishment

• ExpertExpert

• ReferentReferent

System 1

System 2

System 1 works with traditional bureaucratic orgs.

System 2 works with high-tech people.

Additional sources of powerAdditional sources of power

• Thro access to important individualsThro access to important individuals

• Thro praiseThro praise

• ManipulativeManipulative

• Thro persistence/assertivenessThro persistence/assertiveness

• Forming coalitionsForming coalitions

Status and CultureStatus and Culture

• Functional statusFunctional status: from type of : from type of

profession, like status to doctor in profession, like status to doctor in

hospital or prof. in non-academic hospital or prof. in non-academic

setting. Eg. Scientist and lab-coat.setting. Eg. Scientist and lab-coat.

• Scalar statusScalar status: due to level in org. : due to level in org.

Usually avoided to lessen social Usually avoided to lessen social

distance b/w levels of org. Called distance b/w levels of org. Called

corporate culturecorporate culture..

Delegation (May/Jun ’06, Q2b)Delegation (May/Jun ’06, Q2b)• AssignmentAssignment: mgrs use authority to assign duties to : mgrs use authority to assign duties to

subordinates, making them responsible. Flow is downwards.subordinates, making them responsible. Flow is downwards.

assignpresident assignVice president

Chief project

engineer

• Delegation of auth: give auth to subordinate to order resources etc. subordinate must have enough auth. to carry out assignments.

• Accountability: mgr must extract accountability from subordinate making him `responsible to’ mgr. But mgr is responsible for higher authorities. Flow is upwards.

accntblepresident Vice president

Chief project

engineer

accntble

Reasons for delegationReasons for delegation

• Relieves mgr. of that workRelieves mgr. of that work

• Allows subordinates to develop skillsAllows subordinates to develop skills

• Delegation concentrates decision-Delegation concentrates decision-making closer to activitymaking closer to activity

Barriers to delegation for engineersBarriers to delegation for engineers

• Do it right yourself v/s allow Do it right yourself v/s allow subordinates to do their worksubordinates to do their work

Delegation (May/Jun ’06, Q2b)Delegation (May/Jun ’06, Q2b)

5 degrees of initiative5 degrees of initiative

Initiative on part of subordinatesInitiative on part of subordinates2.2. Wait until toldWait until told3.3. Ask what to doAsk what to do4.4. Recommend, then take resulting Recommend, then take resulting

actionaction5.5. Act, but advise at onceAct, but advise at once6.6. Act on own, then report routinelyAct on own, then report routinelyShould progress from 4&5 ASAP.Should progress from 4&5 ASAP.

CommitteesCommitteesReasons for using committees:Reasons for using committees:• Policy making/administrationPolicy making/administration: operating decisions are made by a subset of this : operating decisions are made by a subset of this

group called `executive committee’.group called `executive committee’.

• RepresentationRepresentation: a) reps from each org unit affected by a particular class of : a) reps from each org unit affected by a particular class of problems. b) committee members are supposed to reflect the opinions and needs problems. b) committee members are supposed to reflect the opinions and needs of the unit that sent them to group deliberation.of the unit that sent them to group deliberation.

• Shared knowledge and expertiseShared knowledge and expertise: no one person has all the expertise needed to : no one person has all the expertise needed to solve a complex problem.solve a complex problem.

• Securing co-operation in executionSecuring co-operation in execution: must secure co-op from committee members : must secure co-op from committee members for smooth operation.for smooth operation.

• Pooling of authorityPooling of authority: a committee of people need authority to accomplish a job, : a committee of people need authority to accomplish a job, then solve the problem by joint decision.then solve the problem by joint decision.

• Training of participantsTraining of participants: a) excellent education to potential managers and they get : a) excellent education to potential managers and they get to b) consider viewpoints that they don’t see every day.to b) consider viewpoints that they don’t see every day.

Disadvantages: Disadvantages: • Tend to produce compromise solutions and `get back to work’, this produces Tend to produce compromise solutions and `get back to work’, this produces

inferior solutions compared to that of most competent member.inferior solutions compared to that of most competent member.

• Usually holds one person responsible.Usually holds one person responsible.• Committees usually cause delay in solving the problem.Committees usually cause delay in solving the problem.

Effective Committees Effective Committees (Jan/Feb 2006, Q2c)(Jan/Feb 2006, Q2c)

• Purpose and chairPurpose and chair: careful defn. of purpose the committee is to : careful defn. of purpose the committee is to

serve, its authority and expected life span.serve, its authority and expected life span.

• Size and membershipSize and membership: 5 members is logical, but for complex : 5 members is logical, but for complex

problems, groups also ok. Members should be chosen well, they problems, groups also ok. Members should be chosen well, they

should contribute but not dominate.should contribute but not dominate.

• PreparationPreparation: chairman is responsible for this. Publish meeting : chairman is responsible for this. Publish meeting

date in advance, agenda to be prepared and distributed to date in advance, agenda to be prepared and distributed to

members.members.

• Conduct of meetingConduct of meeting: : task functionstask functions: to get the job done AND : to get the job done AND

group relations functiongroup relations function: to maintain constructive relations : to maintain constructive relations

among members to facilitate attaining group objectives.among members to facilitate attaining group objectives.

• Meeting follow-upMeeting follow-up: chairman should provide concise, clear and : chairman should provide concise, clear and

readable minutes of meeting to members. Should identify action readable minutes of meeting to members. Should identify action

items, who is responsible for what, deadlines etc.items, who is responsible for what, deadlines etc.