part 1 - intro to engineering management
DESCRIPTION
.. broader view of managementTRANSCRIPT
INTRODUCTION TO
INTRODUCTION TO
INTRODUCTION TO
INTRODUCTION TO
INTRODUCTION TO
INTRODUCTION TO
INTRODUCTION TO
INTRODUCTION TO
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
ENGINEERING MANAGEMENT
•G
ett
ing
th
ing
s d
on
e t
hro
ug
h p
eo
ple
.
•T
he
pro
cess
of
ach
ievin
g o
rga
niz
ati
on
al
go
als
by
en
ga
gin
g i
n t
he
fo
ur
ma
jor
fun
ctio
ns
of
pla
nn
ing
&
de
cisi
on
-ma
kin
g,
org
an
izin
g &
sta
ffin
g,
dir
ect
ing
/le
ad
ing
, a
nd
co
ntr
oll
ing
.
•Id
en
tify
ing
a “
forc
e”/
gro
up
of
pe
op
le w
ho
se j
ob
is
to
dir
ect
the
eff
ort
an
d a
ctiv
itie
s o
f o
the
r p
eo
ple
tow
ard
s a
co
mm
on
org
an
iza
tio
na
l o
bje
ctiv
e.
•T
he
pe
rfo
rma
nce
of
con
ceiv
ing
an
d a
chie
vin
g d
esi
red
resu
lts
by
me
an
s o
f g
rou
p e
ffo
rt c
on
sist
ing
of
uti
lizi
ng
reso
urc
es,
th
at
wil
l d
ete
rmin
e t
he
su
cce
ss a
nd
fa
ilu
re
of
an
org
an
iza
tio
n.
MANagement is
MANagement is……
“If you are planning for
one year –plant rice. If
you are planning for ten
years –plant trees. But if
you are planning for 100
years –plant people!”
A Chinese Proverb
Engineering Management is
Engineering Management is……
•T
he
pro
cess
of
de
sig
nin
g a
nd
ma
inta
inin
g a
n
en
vir
on
me
nt
in w
hic
h,
ind
ivid
ua
ls,
wo
rkin
g t
og
eth
er
in g
rou
ps,
eff
icie
ntl
y a
cco
mp
lish
org
an
iza
tio
na
l
go
als
/ob
ject
ive
s.
�M
an
ag
em
en
t a
pp
lie
s to
an
y k
ind
of
org
an
iza
tio
n.
�It
ap
pli
es
to a
ll m
an
ag
ers
at
all
org
an
iza
tio
na
l le
ve
ls.
�T
he
aim
of
all
ma
na
ge
rs i
s th
e s
am
e;
to c
rea
te a
surp
lus.
�M
an
ag
ing
is
con
cern
ed
wit
h p
rod
uct
ivit
y,
wh
ich
imp
lie
s e
ffe
ctiv
en
ess
an
d e
ffic
ien
cy.
Functions of Management
Functions of Management
•P
lan
nin
g &
De
cisi
on
-Ma
kin
g�
Invo
lve
s se
lect
ing
go
als
an
d o
bje
ctiv
es,
as
we
ll a
s th
e
act
ion
sto
ach
ieve
th
em
; it
re
qu
ire
s d
eci
sio
n-m
ak
ing
,th
at
is
cho
osi
ng
th
e “
be
st”
fro
m a
mo
ng
alt
ern
ati
ve
s.
•O
rga
niz
ing
�In
vo
lve
s e
sta
bli
shin
g a
n i
nte
nti
on
al
stru
ctu
re o
f ro
les
for
pe
op
le t
o f
ill in
an
org
an
iza
tio
n.
�T
he
pro
cess
of
all
oca
tin
g a
nd
arr
an
gin
g h
um
an
an
d n
on
-h
um
an
re
sou
rce
sso
th
at
pla
ns
can
be
ca
rrie
d o
ut
succ
ess
full
y.
•S
taff
ing
�In
vo
lve
s fi
llin
g,
an
d k
ee
pin
g f
ille
d,
the
po
siti
on
s in
th
e
org
an
iza
tio
n s
tru
ctu
re.
�P
roce
ss b
y w
hic
h m
an
ag
ers
se
lect
, tr
ain
, p
rom
ote
s, a
nd
re
tire
s su
bo
rdin
ate
.
Functions of Management
Functions of Management
•D
ire
ctin
g/L
ea
din
g
�In
flu
en
cin
g p
eo
ple
so
th
at
the
y w
ill
con
trib
ute
to
o
rga
niz
ati
on
al
an
d g
rou
p g
oa
ls.
•C
on
tro
llin
g
�M
ea
suri
ng
an
d c
orr
ect
ing
ind
ivid
ua
l a
nd
org
an
iza
tio
na
l p
erf
orm
an
ceto
en
sure
th
at
eve
nts
co
nfo
rm t
o p
lan
s
�F
aci
lita
tes
the
acc
om
pli
shm
en
t o
f p
lan
s.
�T
he
pro
cess
of
reg
ula
tin
g o
rga
niz
ati
on
al
act
ivit
ies
so t
ha
t a
ctu
al
pe
rfo
rma
nce
co
nfo
rms
to e
xpe
cte
d o
rga
niz
ati
on
al
sta
nd
ard
s.
Managerial Skills and the Organizational
Managerial Skills and the Organizational
Hierarchy
Hierarchy
Managerial Levels
Managerial Levels
TO
P
MID
DLE
FIR
ST
-LIN
E
Str
ateg
ic M
anag
ers
who
are
ulti
mat
ely
resp
onsi
ble
for
the
entir
e or
gani
zatio
n. T
ypic
al ti
tles
incl
ude
CE
O, C
OO
, CF
O, “
Pre
side
nt”,
“E
xecu
tive
Vic
e P
resi
dent
”, “
Exe
cutiv
e D
irect
or”,
“S
enio
r V
ice
Pre
side
nt”,
or
“Vic
e P
resi
dent
”.
Tac
tica
l Man
ager
slo
cate
d be
neat
h th
e to
p le
vels
of t
he h
iera
rchy
who
are
dire
ctly
re
spon
sibl
e fo
r th
e w
ork
of m
anag
ers
at lo
wer
le
vels
. Titl
es in
clud
e “M
anag
er”,
“D
irect
or o
f”,
“Chi
ef”,
“D
epar
tmen
t Hea
d”, a
nd “
Div
isio
n H
ead”
.
Op
erat
ion
al M
anag
ers
at th
e lo
wes
t lev
el o
f th
e hi
erar
chy
who
are
dire
ctly
res
pons
ible
for
the
wor
k of
ope
ratin
g (n
on-m
anag
eria
l) em
ploy
ees.
Ofte
n ha
ve ti
tles
that
incl
ude
the
wor
d “S
uper
viso
r”.
Mid
dle
M
anag
emen
t
To
p M
anag
emen
t Su
per
viso
rsP
erce
nta
ge
of
job
Tec
hn
ical
sk
ills
Hu
man
sk
ills
Co
nce
ptu
al
and
des
ign
sk
ills
Management Skills and Levels
Management Skills and Levels
What Managers Actually Do?
What Managers Actually Do?
•U
nre
len
tin
g P
ace
�M
an
ag
ers
be
ga
n w
ork
ing
th
e m
om
en
t th
ey a
rriv
ed
at
the
off
ice
in
th
e
mo
rnin
g a
nd
ke
pt
wo
rkin
g u
nti
l th
ey l
eft
at
nig
ht.
(e
.g.
Ra
the
r th
an
ta
kin
g c
off
ee
bre
aks
the
y u
sua
lly d
ran
k t
he
ir c
off
ee
wh
ile
th
ey
att
en
de
d m
ee
tin
gs,
lu
nch
es
we
re a
lmo
st e
ate
n i
n t
he
co
urs
e o
f fo
rma
l o
f in
form
al
me
eti
ng
s.
•B
rev
ity
, V
ari
ety
, a
nd
Fra
gm
en
tati
on
�M
an
ag
ers
ha
nd
led
a w
ide
va
rie
ty o
f is
sue
s th
rou
gh
ou
t th
e d
ay.
(e.g
. A
wa
rdin
g a
re
tire
me
nt
pla
qu
e t
o d
iscu
ssin
g t
he
bid
din
g o
n a
mu
lti-
mil
lio
n-d
oll
ar
con
tra
ct.
•V
erb
al
Co
nta
cts
an
d N
etw
ork
s�
Ma
na
ge
rs s
ho
we
d a
str
on
g p
refe
ren
ce f
or
ve
rba
l co
mm
un
ica
tio
n a
nd
reli
ed
he
avil
y o
n n
etw
ork
s. A
ne
two
rkis
a s
et
of
coo
pe
rati
ve
re
lati
on
ship
s w
ith
in
div
idu
als
wh
ose
he
lp i
s n
ee
de
d i
n o
rde
r fo
ra
m
an
ag
er
to f
un
ctio
n e
ffe
ctiv
ely
.
Other Management Aspects
Other Management Aspects
•C
ha
ract
eri
stic
s o
f e
xce
lle
nt
an
d m
ost
ad
mir
ed
ma
na
ge
rs.
•P
rod
uct
ivit
y,
Eff
ect
ive
ne
ss,
an
d E
ffic
ien
cy.
•M
an
ag
ing
–S
cie
nce
or
Art
?
•H
isto
ry/E
vo
luti
on
of
Ma
na
ge
me
nt
Th
ou
gh
t.
Excellent managers are/have
Excellent managers are/have
good
com
mun
icat
orac
quire
the
skill
s of
list
enin
g, s
peak
ing,
rea
ding
, and
writ
ing
flexi
ble
mul
ti-ta
sker
, im
agin
ativ
e an
d in
nova
tive
inte
grity
“livi
ng it
mys
elf b
efor
e le
adin
g ot
hers
”
focu
sed
try
to s
ee th
e “b
ig p
ictu
re”
with
in th
e fo
rest
of d
etai
ls
com
mitt
ed
will
ing
to d
o w
hate
ver
it ta
kes
atta
in o
rgan
izat
iona
l suc
cess
peop
le-o
rient
edkn
ows
that
peo
ple’
s fe
elin
gs a
re im
port
ant
grat
itude
“giv
e cr
edit
whe
re it
is d
ue”
Productivity, Effectiveness, and
Productivity, Effectiveness, and
Efficiency
Efficiency
Pro
du
ctiv
ity
Pro
du
ctiv
ity
is a
n i
nd
ex
tha
t m
ea
sure
s o
utp
ut
(go
od
s
an
d s
erv
ice
s) r
ela
tive
to
th
e i
np
ut
(la
bo
r, m
ate
ria
ls,
en
erg
y,
an
d o
the
r re
sou
rce
s) u
sed
to
pro
du
ce t
he
m.
Eff
ect
ive
ne
ssE
ffe
ctiv
en
ess
me
an
s th
e c
ap
ab
ilit
y o
f p
rod
uci
ng
an
eff
ect
. (d
oin
g t
he
"ri
gh
t" t
hin
gs)
Eff
icie
ncy
Eff
icie
ncy
is a
me
asu
re o
f h
ow
we
ll a
ce
rta
in a
spe
ct i
s
pe
rfo
rmin
g.
(do
ing
th
e t
hin
gs
“rig
ht”
)
Is Management a Science or an Art?
Is Management a Science or an Art?
De
fin
itio
ns
acc
ord
ing
to
We
bst
er'
s C
oll
eg
e
Dic
tio
na
ry:
Art
Art
–“s
kil
l in
co
nd
uct
ing
an
y h
um
an
act
ivit
y”
Sci
en
ceS
cie
nce
–“a
ny
sk
ill
or
tech
niq
ue
th
at
refl
ect
s a
pre
cise
ap
pli
cati
on
of
fact
s o
r a
pri
nci
ple
”
The Evolution of Management Theory
The Evolution of Management Theory
•B
eg
an
in
th
e i
nd
ust
ria
l re
vo
luti
on
in
th
e l
ate
1
9th
ce
ntu
ry a
s:-
Ma
na
ge
rs o
f o
rga
niz
ati
on
s b
eg
an
se
ek
ing
wa
ys
to
be
tte
r sa
tisf
y c
ust
om
er
ne
ed
s.
-La
rge
-sca
le m
ech
an
ize
d m
an
ufa
ctu
rin
g b
eg
an
to
ad
op
t sm
all
-sca
le c
raft
pro
du
ctio
n i
n w
hic
h g
oo
ds
we
re
pro
du
ced
.
-S
oci
al
pro
ble
ms
we
re d
eve
lop
ed
in
th
e l
arg
e g
rou
ps
of
wo
rke
rs e
mp
loy
ed
un
de
r th
e f
act
ory
sy
ste
m.
-M
an
ag
ers
be
ga
n t
o f
ocu
s o
n i
ncr
ea
sin
g t
he
eff
icie
ncy
of
the
wo
rke
r-ta
sk m
ix.
The Evolution of Management Theory
The Evolution of Management Theory
The Evolution of Management Theory
The Evolution of Management Theory
•A
da
m S
mit
h (
18
th c
en
tury
eco
no
mis
t)
–O
bse
rve
d t
ha
t fi
rms
ma
nu
fact
ure
d p
ins
in o
ne
of
two
dif
fere
nt
wa
ys:
•C
raft
-sty
le -
ea
ch w
ork
er
did
all
ste
ps.
•P
rod
uct
ion
-e
ach
wo
rke
r sp
eci
ali
zed
in
on
e s
tep
.
–R
ea
lize
d t
ha
t jo
b s
pe
cia
liza
tio
n r
esu
lte
d i
n m
uch
hig
he
r e
ffic
ien
cy a
nd
pro
du
ctiv
ity
•B
rea
kin
g d
ow
n t
he
to
tal jo
b a
llo
we
d f
or
the
div
isio
n o
f
lab
or
in w
hic
h w
ork
ers
be
cam
e v
ery
sk
ille
d a
t th
eir
spe
cifi
c ta
sks.
The Evolution of Management Theory
The Evolution of Management Theory
•F
red
eri
ck W
insl
ow
Ta
ylo
r
–“F
ath
er
"of
Sci
en
tifi
c M
an
ag
em
en
t (s
yst
em
ati
c st
ud
y o
f th
e r
ela
tio
nsh
ips
be
twe
en
pe
op
le a
nd
ta
sks
for
the
pu
rpo
se o
f re
de
sig
nin
g t
he
wo
rk
pro
cess
fo
r h
igh
er
eff
icie
ncy
”) i
n t
he
la
te 1
80
0’s
to
re
pla
ce i
nfo
rma
l ru
le o
f th
um
b k
no
wle
dg
e.
–T
aylo
r so
ug
ht
to r
ed
uce
th
e t
ime
a w
ork
er
spe
nt
on
ea
ch t
ask
by o
pti
miz
ing
th
e w
ay t
he
ta
sk w
as
do
ne
.
The Evolution of Management Theory
The Evolution of Management Theory
Ta
ylo
r’s
Fo
ur
Pri
nci
ple
s o
f S
cie
nti
fic
Ma
na
ge
me
nt
1.
Sci
en
tifi
call
y s
tud
y e
ach
pa
rt o
f a
ta
sk a
nd
de
ve
lop
th
e
be
st m
eth
od
fo
r p
erf
orm
ing
it.
2.
Ca
refu
lly s
ele
ct w
ork
ers
an
d t
rain
th
em
to
pe
rfo
rm t
he
ta
sk u
sin
g t
he
sci
en
tifi
call
y d
eve
lop
ed
me
tho
d.
3.
Co
op
era
te f
ull
y w
ith
wo
rke
rs t
o e
nsu
re t
ha
t th
ey u
se
the
pro
pe
r m
eth
od
.
4.
Div
ide
wo
rk a
nd
re
spo
nsi
bil
ity s
o t
ha
t m
an
ag
em
en
t is
re
spo
nsi
ble
fo
r p
lan
nin
g w
ork
me
tho
ds
usi
ng
sci
en
tifi
c p
rin
cip
les
an
d w
ork
ers
are
re
spo
nsi
ble
fo
r e
xecu
tin
g
the
wo
rk a
cco
rdin
gly
.
The Evolution of Management Theory
The Evolution of Management Theory
•F
ran
k a
nd
Lil
lia
n G
ilb
reth
–R
efi
ne
d T
aylo
r’s
wo
rk a
nd
ma
de
ma
ny
imp
rove
me
nts
to
th
e m
eth
od
olo
gie
s o
f ti
me
an
d
mo
tio
n s
tud
ies.
–T
ime
an
d m
oti
on
stu
die
s
•B
rea
kin
g u
p e
ach
jo
b a
ctio
n i
nto
its
co
mp
on
en
ts.
•F
ind
ing
be
tte
r w
ay
s to
pe
rfo
rm t
he
act
ion
.
•R
eo
rga
niz
ing
ea
ch j
ob
act
ion
to
be
mo
re e
ffic
ien
t.
–A
lso
stu
die
d w
ork
er-
rela
ted
fa
tig
ue
pro
ble
ms
cau
sed
by l
igh
tin
g,
he
ati
ng
, a
nd
th
e d
esi
gn
of
too
ls a
nd
ma
chin
es.
The Evolution of Management Theory
The Evolution of Management Theory
•M
ax
We
be
r
–D
eve
lop
ed
th
e c
on
cep
t o
f b
ure
au
cra
cya
s a
fo
rma
l
syst
em
of
org
an
iza
tio
n a
nd
ad
min
istr
ati
on
de
sig
ne
d t
o e
nsu
re e
ffic
ien
cy a
nd
eff
ect
ive
ne
ss.
The Evolution of Management Theory
The Evolution of Management Theory
Web
er’s
Prin
cipl
e of
Bur
eauc
racy
The Evolution of Management Theory
The Evolution of Management Theory
We
be
r’s
Fiv
e P
rin
cip
les
of
Bu
rea
ucr
acy
1.
Au
tho
rity
is
the
po
we
r to
ho
ld p
eo
ple
acc
ou
nta
ble
fo
r th
eir
act
ion
s.
2.
Po
siti
on
s in
th
e f
irm
sh
ou
ld b
e h
eld
ba
sed
on
pe
rfo
rma
nce
,
no
t so
cia
l co
nta
cts.
3.
Po
siti
on
du
tie
s a
re c
lea
rly
id
en
tifi
ed
so
th
at
pe
op
le k
no
w
wh
at
is e
xpe
cte
d o
f th
em
.
4.
Lin
es
of
au
tho
rity
sh
ou
ld b
e c
lea
rly
id
en
tifi
ed
su
ch t
ha
t
wo
rke
rs k
no
w w
ho
re
po
rts
to w
ho
.
5.
Ru
les,
sta
nd
ard
op
era
tin
g p
roce
du
res
(SO
Ps)
, a
nd
no
rms
gu
ide
th
e f
irm
’s o
pe
rati
on
s.
The Evolution of Management Theory
The Evolution of Management Theory
•H
en
ri F
ay
ol
–S
yn
the
size
d v
ari
ou
s te
ne
ts o
r p
rin
cip
les
of
org
an
iza
tio
n a
nd
ma
na
ge
me
nt
–H
e p
ub
lish
ed
"T
he
Pri
nci
ple
s o
f S
cie
nti
fic
Ma
na
ge
me
nt"
in
th
e U
SA
in
19
11
The Evolution of Management Theory
The Evolution of Management Theory
Fa
yo
l’s
14
Pri
nci
ple
s o
f M
an
ag
em
en
t1
.
1
.
Div
isio
n o
f w
ork
Div
isio
n o
f w
ork
–d
ivid
e w
ork
in
to s
pe
cia
lize
d t
ask
s a
nd
ass
ign
re
spo
nsi
bil
itie
s to
sp
eci
fic
ind
ivid
ua
ls.
2.
2.
A
uth
ori
tyA
uth
ori
ty–
de
leg
ate
au
tho
rity
alo
ng
wit
h
resp
on
sib
ilit
y.
3.
3.
D
isci
pli
ne
Dis
cip
lin
e–
ma
ke
exp
ect
ati
on
s cl
ea
r a
nd
sa
nct
ion
vio
lati
on
s.
4.
4.
U
nit
y o
f co
mm
an
dU
nit
y o
f co
mm
an
d–
ea
ch e
mp
loye
e s
ho
uld
be
a
ssig
ne
d o
nly
to
on
e s
up
erv
iso
r.
5.
5
.
Un
ity o
f d
ire
ctio
nU
nit
y o
f d
ire
ctio
n–
em
plo
ye
es’
eff
ort
s fo
cuse
d o
n
ach
ievin
g o
rga
niz
ati
on
al
ob
ject
ive
s.
The Evolution of Management Theory
The Evolution of Management Theory
6.
6.
Su
bo
rdin
ati
on
of
ind
ivid
ua
l in
tere
st t
o t
he
ge
ne
ral
Su
bo
rdin
ati
on
of
ind
ivid
ua
l in
tere
st t
o t
he
ge
ne
ral
inte
rest
inte
rest
–th
e g
en
era
l in
tere
st m
ust
pre
do
min
ate
.
7.
7.
Re
mu
ne
rati
on
Re
mu
ne
rati
on
–sy
ste
ma
tica
lly r
ew
ard
eff
ort
s th
at
sup
po
rts
the
org
an
iza
tio
n’s
dir
ect
ion
.
8.
8.
Ce
ntr
ali
zati
on
Ce
ntr
ali
zati
on
–d
ete
rmin
e t
he
re
lati
ve
im
po
rta
nce
o
f su
pe
rio
r a
nd
su
bo
rdin
ate
ro
les.
9.
9.
Sca
lar
cha
inSca
lar
cha
in–
ke
ep
co
mm
un
ica
tio
ns
wit
hin
th
e
cha
in o
f co
mm
an
d.
10
.1
0.
Ord
er
Ord
er
–o
rde
r jo
bs
an
d m
ate
ria
l so
th
ey s
up
po
rt
the
org
an
iza
tio
n’s
dir
ect
ion
.
The Evolution of Management Theory
The Evolution of Management Theory
11
.1
1.
Eq
uit
yE
qu
ity
–m
an
ag
ers
sh
ou
ld b
e k
ind
an
d f
air
to
th
eir
su
bo
rdin
ate
s .
12
.1
2.
Sta
bil
ity o
f te
nu
reSta
bil
ity o
f te
nu
re–
ma
na
ge
me
nt
sho
uld
pro
vid
e
ord
erl
y p
ers
on
ne
l p
lan
nin
g a
nd
en
sure
th
at
rep
lace
me
nts
are
ava
ila
ble
to
fil
l va
can
cie
s.
13
.1
3.
Init
iati
ve
Init
iati
ve
–e
mp
loye
es
wh
o a
re a
llo
we
d t
o o
rig
ina
te
an
d c
arr
y o
ut
pla
ns
wil
l e
xert
hig
h l
eve
ls o
f e
ffo
rt .
14
.1
4.
““E
spri
t d
e c
orp
sE
spri
t d
e c
orp
s ””–
pro
mo
tin
g t
ea
m s
pir
it w
ill
bu
ild
h
arm
on
y a
nd
un
ity w
ith
in t
he
org
an
iza
tio
n.
Approaches to Management
Approaches to Management
1.
Em
pir
ica
l o
r C
ase
Ap
pro
ach
�S
tud
ies
exp
eri
en
ce t
hro
ug
h c
ase
s.
�Id
en
tifi
es
succ
ess
es
an
d f
ail
ure
s.
2.
Co
nti
ng
en
cy o
r S
itu
ati
on
al
Ap
pro
ach
�M
an
ag
eri
al
pra
ctic
e d
ep
en
ds
on
cir
cum
sta
nce
s (i
.e.,
a c
on
tin
ge
ncy
o
r a
si
tua
tio
n).
�C
on
tin
ge
ncy
th
eo
ry r
eco
gn
ize
s th
e i
nfl
ue
nce
of
giv
en
so
luti
on
s o
n
org
an
iza
tio
na
l b
eh
av
ior
pa
tte
rns.
3.
Ma
the
ma
tica
l o
r “M
an
ag
em
en
t S
cie
nce
”A
pp
roa
ch�
Se
es
ma
na
gin
g a
s m
ath
em
ati
cal
pro
cess
es,
co
nce
pts
, sy
mb
ols
, a
nd
mo
de
ls.
�Lo
ok
s a
t m
an
ag
em
en
t a
s a
pu
rely
lo
gic
al
pro
cess
, e
xpre
sse
d i
n
ma
the
ma
tica
l sy
mb
ols
an
d r
ela
tio
nsh
ips.
4.
De
cisi
on
Th
eo
ry A
pp
roa
ch�
Fo
cuse
s o
n t
he
ma
kin
g o
f d
eci
sio
ns,
pe
rso
ns
or
gro
up
s m
ak
ing
de
cisi
on
s,
an
d t
he
de
cisi
on
-ma
kin
g p
roce
ss.
�S
om
e t
he
ori
sts
use
de
cisi
on
ma
kin
g a
s a
sp
rin
gb
oa
rd t
o s
tud
y a
lle
nte
rpri
se
act
ivit
ies.
Th
e b
ou
nd
ari
es
are
no
lo
ng
er
cle
arl
y d
efi
ne
d.
Approaches to Management
Approaches to Management
5.
Re
-en
gin
ee
rin
g A
pp
roa
ch
�C
on
cern
ed
wit
h f
un
da
me
nta
l re
-th
ink
ing
, p
roce
ss a
na
lysi
s, r
ad
ica
l re
-de
sig
n,
an
d d
ram
ati
c re
sult
s.
6.
Sy
ste
ms
Ap
pro
ach
�S
yst
em
s h
ave
bo
un
da
rie
s, b
ut
the
y a
lso
in
tera
ct w
ith
th
e e
xte
rna
l e
nvir
on
me
nt;
th
at
me
an
s o
rga
niz
ati
on
are
op
en
sy
ste
ms.
�R
eco
gn
ize
s th
e i
mp
ort
an
ce o
f st
ud
yin
g i
nte
rre
late
dn
ess
of
pla
nn
ing
, o
rga
niz
ing
, a
nd
co
ntr
oll
ing
in
an
org
an
iza
tio
n a
s w
ell
as
in t
he
ma
ny
sub
syst
em
s.
7.
So
cio
-te
chn
ica
l A
pp
roa
ch
�T
ech
nic
al
syst
em
ha
s a
gre
at
eff
ect
on
th
e s
oci
al
syst
em
(p
ers
on
al
att
itu
de
s, g
rou
p b
eh
avio
r).
�F
ocu
ses
on
pro
du
ctio
n,
off
ice
op
era
tio
ns,
an
d o
the
r a
rea
s w
ith
cl
ose
re
lati
on
ship
s b
etw
ee
n t
he
te
chn
ica
l sy
ste
m a
nd
pe
op
le.
Approaches to Management
Approaches to Management
8.
Gro
up
Be
ha
vio
r A
pp
roa
ch
�E
mp
ha
size
s b
eh
avio
r o
f p
eo
ple
in
gro
up
s.
�B
ase
d o
n s
oci
olo
gy
an
d s
oci
al
psy
cho
log
y.
�P
rim
ari
ly s
tud
ies
gro
up
be
ha
vio
r p
att
ern
s.
�T
he
stu
dy
of
larg
e g
rou
ps
is o
fte
n c
all
ed
org
an
iza
tio
na
l b
eh
avio
r.
9.
Inte
rpe
rso
na
l B
eh
av
ior
Ap
pro
ach
�F
ocu
ses
on
in
terp
ers
on
al
be
ha
vio
r, h
um
an
re
lati
on
s, l
ea
de
rsh
ip,
an
d m
oti
va
tio
n.
�B
ase
d o
n i
nd
ivid
ua
l p
sych
olo
gy
.
10
.C
oo
pe
rati
ve
So
cia
l S
yst
em
s A
pp
roa
ch
�C
on
cern
ed
wit
h b
oth
in
terp
ers
on
al
an
d g
rou
p b
eh
avio
ral
asp
ect
s le
ad
ing
to
a s
yst
em
of
coo
pe
rati
on
.
�E
xpa
nd
ed
co
nce
pt
incl
ud
es
an
y c
oo
pe
rati
ve
gro
up
wit
h a
cle
ar
pu
rpo
se.
Approaches to Management
Approaches to Management
11
.M
cKin
sey
’s 7
-S F
ram
ew
ork
�T
he
se
ve
n S
’s a
re (
1)
stra
teg
y,
(2)
stru
ctu
re,
(3)
syst
em
s, (
4)
sty
le,
(5)
sta
ff,
(6)
sha
red
va
lue
s, a
nd
(7
) sk
ills
.
12
.T
ota
l Q
ua
lity
Ma
na
ge
me
nt
Ap
pro
ach
�F
ocu
ses
on
pro
vid
ing
de
pe
nd
ab
le,
sati
sfy
ing
pro
du
cts
an
d s
erv
ice
s (D
em
ing
) o
r p
rod
uct
s o
r se
rvic
es
tha
t a
re f
it f
or
use
(Ju
ran
), a
s w
ell
a
s co
nfo
rmin
g t
o i
ts q
ua
lity
re
qu
ire
me
nts
(C
rosb
y).
13
.M
an
ag
em
en
t P
roce
ss o
r O
pe
rati
on
al
Ap
pro
ach
�D
raw
s to
ge
the
r co
nce
pts
, p
rin
cip
les,
te
chn
iqu
es,
an
d k
no
wle
dg
e
fro
m o
the
r fi
eld
s a
nd
ma
na
ge
ria
l a
pp
roa
che
s.
14
.M
an
ag
eri
al
Ro
les
Ap
pro
ach
�O
rig
ina
l st
ud
y c
on
sist
ed
of
ob
serv
ati
on
s o
f fi
ve
ch
ief
exe
cuti
ve
s.
�O
n t
he
ba
sis
of
this
stu
dy,
ten
ma
na
ge
ria
l ro
les
we
re i
de
nti
fie
da
nd
g
rou
pe
d i
nto
in
terp
ers
on
al,
in
form
ati
on
al,
an
d d
eci
sio
n r
ole
s.
The Managerial Roles Approach:
The Managerial Roles Approach:
•M
an
ag
eri
al
Ro
les
1.
Inte
rpe
rso
na
l R
ole
s–
gro
w d
ire
ctly
ou
t o
f th
e
au
tho
rity
of
a m
an
ag
er’
s p
osi
tio
n a
nd
in
vo
lve
d
eve
lop
ing
an
d m
ain
tain
ing
po
siti
ve
re
lati
on
ship
s w
ith
sig
nif
ica
nt
oth
ers
.
2.
Info
rma
tio
na
l R
ole
s–
pe
rta
in t
o r
ece
ivin
g a
nd
tr
an
smit
tin
g i
nfo
rma
tio
n s
o t
ha
t m
an
ag
er
can
se
rve
a
s th
e n
erv
e c
en
ters
of
the
ir o
rga
niz
ati
on
al
un
its.
3.
De
cisi
on
al
Ro
les
–in
volv
e m
ak
ing
sig
nif
ica
nt
de
cisi
on
s th
at
aff
ect
th
e o
rga
niz
ati
on
.
10 Specific Managerial Roles
10 Specific Managerial Roles
Inte
rpe
rso
na
l R
ole
s
Ro
leD
esc
rip
tio
n
Fig
ure
he
ad
Pe
rfo
rms
sym
bo
lic
du
tie
s o
f a
le
ga
l
or
soci
al
na
ture
.
Lea
de
rB
uil
ds
rela
tio
nsh
ips
wit
h
sub
ord
ina
tes
an
d c
om
mu
nic
ate
s
wit
h h
elp
an
d in
form
ati
on
.
Lia
iso
nM
ain
tain
s n
etw
ork
s o
f co
nta
cts
ou
tsid
e w
ork
un
it w
ho
pro
vid
e h
elp
an
d i
nfo
rma
tio
n.
10 Specific Managerial Roles
10 Specific Managerial Roles
Info
rma
tio
na
l R
ole
s
Ro
leD
esc
rip
tio
n
Mo
nit
or
Se
ek
s in
tern
al
an
d e
xte
rna
l
info
rma
tio
na
l a
bo
ut
issu
es
tha
t ca
n
aff
ect
org
an
iza
tio
n.
Dis
sem
ina
tor
Tra
nsm
its
info
rma
tio
n i
nte
rna
lly
tha
t is
ob
tain
ed
fo
rm e
ith
er
inte
rna
l
or
ext
ern
al
sou
rce
s.
Sp
ok
esp
ers
on
Tra
nsm
its
info
rma
tio
n a
bo
ut
the
org
an
iza
tio
n t
o o
uts
ide
rs.
10 Specific Managerial Roles
10 Specific Managerial Roles
De
cisi
on
al
Ro
les
Ro
leD
esc
rip
tio
n
En
tre
pre
ne
ur
Act
s a
s in
itia
tor,
de
sig
ne
r, a
nd
en
cou
rag
er
of
cha
ng
e a
nd
in
no
va
tio
n.
Dis
turb
an
ce H
an
dle
rT
ak
es
corr
ect
ive
act
ion
wh
en
org
an
iza
tio
n
face
s im
po
rta
nt,
un
ex
pe
cte
d d
iffi
cult
ies.
Re
sou
rce
All
oca
tor
Dis
trib
ute
s re
sou
rce
s o
f a
ll t
yp
es
incl
ud
ing
tim
e,
fun
din
g,
eq
uip
me
nt,
an
d h
um
an
reso
urc
es.
Ne
go
tia
tor
Re
pre
sen
ts t
he
org
an
iza
tio
n i
n m
ajo
r
ne
go
tia
tio
ns
aff
ect
ing
th
e m
an
ag
er’
s a
rea
s
of
resp
on
sib
ilit
y.
Management Styles
Management Styles
•A
dm
inis
tra
tors
�A
dm
inis
tra
tors
lo
ok
to
co
mp
an
y r
ule
s a
nd
re
gu
lati
on
s fo
r so
lvin
g a
ll p
rob
lem
s. T
he
y l
ive
by
th
e b
oo
k a
nd
are
usu
all
y
ve
ry g
oo
d e
mp
loy
ee
s. T
he
y s
ho
w t
ota
l lo
ya
lty
to
th
e
org
an
iza
tio
n a
nd
ha
ve
pro
ba
bly
be
en
wit
h t
he
co
mp
an
y
for
ma
ny
ye
ars
.
�A
dm
inis
tra
tors
are
usu
all
y n
ot
ve
ry g
oo
d c
om
mu
nic
ato
rs,
usi
ng
th
e o
ffic
ial co
mp
an
y c
ha
nn
els
fo
r a
ll
com
mu
nic
ati
on
s, w
hic
h a
re o
fte
n l
imit
ed
to
on
e l
eve
l u
pw
ard
s a
nd
do
wn
wa
rds.
�T
he
y a
re n
ot
go
od
in
re
solv
ing
co
nfl
ict,
lo
ok
ing
to
co
mp
an
y r
ule
s fo
r re
solv
ing
th
ese
. In
sp
ite
of
the
ir r
ath
er
me
cha
nis
tic
ap
pro
ach
.
�T
he
y a
re g
en
era
lly
re
spe
cte
d b
y t
he
ir s
taff
, a
nd
by
pe
ers
, fo
r th
eir
org
an
iza
tio
na
l lo
ya
lty
an
d k
no
wle
dg
e.
Management Styles
Management Styles
•T
ime
Se
rve
rs�
Th
ese
are
ge
ne
rall
y o
lde
r m
an
ge
rs w
ho
ha
ve l
ost
in
tere
st i
n t
he
ir j
ob
a
nd
en
vir
on
me
nt,
an
d a
re m
ark
ing
tim
e u
nti
l re
tire
me
nt
or
mo
vin
gto
a
no
the
r jo
b.
�T
he
y t
ak
e a
ll n
ece
ssa
ry a
ctio
n t
o a
vo
id s
tre
ss,
an
d m
ain
tain
a l
ow
p
rofi
le w
ith
in t
he
co
mp
an
y.
�A
lth
ou
gh
th
ese
ma
ng
ers
are
no
t g
en
era
lly
la
zy,
the
ir l
ow
mo
tiva
tio
n
me
an
s th
at
the
y d
o t
he
min
imu
m a
mo
un
t o
f w
ork
ne
ed
ed
to
ho
ld
do
wn
a j
ob
.
�D
eci
sio
ns
are
avo
ide
d s
ince
th
ey c
ou
ld l
ea
d t
o m
ista
ke
s.
�P
ers
on
al
sta
tus
is v
ery
im
po
rta
nt
to t
he
m.
�T
ime
se
rve
rs u
sua
lly
ha
ve
go
od
ma
na
ge
me
nt
exp
eri
en
ce,
an
d i
f m
oti
va
ted
ca
n b
eco
me
a v
ery
va
lua
ble
ass
et
to t
he
org
an
iza
tio
n.
�T
he
y o
fte
n c
on
sid
er
the
mse
lve
s to
be
“fa
the
r o
r m
oth
er
fig
ure
s”.
�T
he
y u
nd
ers
tan
d p
eo
ple
an
d c
an
bu
ild
an
eff
ect
ive
te
am
if
the
y t
ry.
�T
he
y r
eco
gn
ize
ach
ieve
me
nts
in
oth
ers
an
d a
re r
ea
dy
to
ack
no
wle
dg
e
the
m.
Management Styles
Management Styles
•C
lim
be
rs�
Th
ese
ma
na
ge
r a
re d
rive
n b
y e
xtre
me
pe
rso
na
l a
mb
itio
n
an
d w
ill
sacr
ific
e e
ve
ryth
ing
, in
clu
din
g s
elf
an
d f
am
ily
, to
g
et
to t
he
to
p o
f th
e c
orp
ora
te l
ad
de
r.
�T
he
y w
an
t to
ach
ieve
an
d t
o b
e s
ee
n t
o h
ave
ach
ieve
d,
esp
eci
all
y b
y t
ho
se i
n a
su
pe
rio
r p
osi
tio
n.
�C
lim
be
rs w
ill
pu
rsu
e p
ers
on
al
ad
va
nce
me
nt
by
fa
ir m
ea
ns
or
fou
l. H
ow
eve
r, t
he
y b
eco
me
de
mo
tiva
ted
if
this
do
es
no
t sh
ow
qu
ick
re
sult
s, a
nd
th
is c
an
eve
ntu
all
y le
ad
to
st
ress
.
�S
elf
in
tere
sts
com
e b
efo
re t
ho
se o
f th
e o
rga
niz
ati
on
, a
nd
p
ee
rs w
ill
be
fo
ug
ht
in o
rde
r to
ga
in a
n a
dva
nta
ge
an
d t
o
bu
ild
an
em
pir
e.
�S
tatu
s is
im
po
rta
nt
bu
t o
nly
as
a s
ign
of
sen
iori
ty.
Management Styles
Management Styles
•G
en
era
ls�
Th
is i
s u
sua
lly
a y
ou
ng
er
pe
rso
n w
ho
exh
ibit
s lo
ts o
f e
ne
rgy
.
�T
he
ge
ne
ral
lik
es
to r
ule
an
d m
an
ipu
late
po
we
r, b
ut
is
ach
iev
em
en
t o
rie
nte
d:
po
we
r is
use
d t
o g
et
task
s d
on
e.
�G
en
era
ls w
ork
ext
rem
ely
ha
rd,
dri
vin
g t
he
mse
lve
s a
nd
th
ose
a
rou
nd
th
em
.
�G
en
era
ls a
re s
oci
ab
le a
nd
mix
we
ll a
t a
ll l
ev
els
. T
he
y u
sua
lly
ge
t th
eir
wa
y w
ith
pe
ers
by
ov
erw
he
lmin
g,
alt
ho
ug
h p
ee
rs c
an
re
sen
t th
is i
f it
is
do
ne
to
o o
fte
n.
�S
tatu
s is
im
po
rta
nt
to g
en
era
ls,
bu
t fo
r th
e l
uxu
ry a
sso
cia
ted
w
ith
it,
no
t a
s a
sy
mb
ol
of
sen
iori
ty.
�T
he
y a
re s
tro
ng
-wil
led
in
div
idu
als
, o
fte
n w
ith
th
e s
am
e
cha
ract
eri
stic
s a
s a
se
lf-m
ad
e e
ntr
ep
ren
eu
rs.
�U
sua
lly
th
ey
are
op
tim
isti
c a
bo
ut
the
fu
ture
, so
me
tim
es
wro
ng
ly.
Management Styles
Management Styles
•S
up
po
rte
rs�
Su
pp
ort
ers
ma
inta
in a
ba
lan
ced
vie
w a
bo
ut
the
wo
rld
, th
e o
rga
niz
ati
on
, su
bo
rdin
ate
s, a
nd
th
em
selv
es.
�T
he
y a
re u
sua
lly
exp
eri
en
ce m
an
ag
ers
wh
o a
re k
no
wle
dg
ea
ble
in
m
an
ag
em
en
t te
chn
iqu
es
an
d a
pp
ly t
he
m w
he
re t
he
y c
an
.
�S
up
po
rte
rs w
ork
th
rou
gh
pe
op
le i
n a
chie
vin
g t
he
ir a
ims.
�T
he
y a
re g
oo
d a
t d
ele
ga
tio
n a
nd
de
ve
lop
th
eir
su
bo
rdin
ate
s b
y g
ivin
g t
he
m
resp
on
sib
ilit
y.
�T
he
pe
op
le w
ork
ing
un
de
r th
em
are
hig
hly
mo
tiv
ate
d.
�S
up
po
rte
rs’
pe
rso
na
l te
chn
ica
l k
no
wle
dg
e i
s u
sua
lly
la
ckin
g,
bu
t th
is
com
pe
nsa
ted
fo
r b
y t
he
su
pp
ort
th
ey
th
em
selv
es
rece
ive
fro
m t
he
sp
eci
ali
sts
wit
hin
th
eir
de
pa
rtm
en
t.
�S
up
po
rte
rs a
re g
oo
d f
aci
lita
tors
an
d a
re v
ery
go
od
in
ma
na
gin
g c
ha
ng
e.
�T
he
y r
eco
gn
ize
ach
iev
em
en
t a
nd
re
wa
rd i
t.
�T
he
y t
en
d t
o b
e l
on
ers
an
d d
o n
ot
mix
we
ll w
ith
pe
ers
.
�T
his
me
an
s th
at
the
y c
an
oft
en
mis
s o
ut
on
in
form
ati
on
fro
m t
he
gra
pe
vin
e,
so t
ha
t th
ey
are
no
t a
lwa
ys
we
ll-b
rie
fed
on
org
an
iza
tio
na
l m
att
ers
.
Management Styles
Management Styles
•N
ice
Gu
ys
�T
he
se m
an
ag
ers
are
usu
all
y w
ea
k-w
ille
d a
nd
are
mo
re
inte
rest
ed
in
be
ing
lik
ed
, b
y p
ee
rs a
nd
su
bo
rdin
ate
s, t
ha
n
in a
chie
vin
g t
arg
ets
.
�T
he
y d
o n
ot
crit
iciz
e t
he
ir s
ub
ord
ina
tes,
eve
n w
he
n t
he
y
are
po
or
pe
rfo
rme
rs,
an
d m
ay
in
fa
ct s
up
po
rt t
oo
mu
ch,
so
un
con
scio
usl
y r
eta
rdin
g t
he
ir d
eve
lop
me
nt.
Management Styles
Management Styles
•B
oss
es
�B
oss
es
are
ext
rem
ely
in
fle
xib
le a
nd
are
oft
en
mis
tak
en
fo
r st
ron
g-m
ind
ed
pe
op
le.
�U
sua
lly
, th
ey
are
on
ly s
tro
ng
ta
lke
rs,
an
d h
ide
be
hin
d a
bu
siv
e
lan
gu
ag
e.
�T
he
y t
ry t
o t
err
ori
ze s
ub
ord
ina
tes
an
d p
ee
rs,
cre
ati
ng
co
nfl
ict
to
em
ph
asi
ze t
he
ir o
wn
po
we
r.
�M
an
ag
ers
in
th
e b
oss
ca
teg
ory
are
oft
en
bro
ug
ht
into
a
com
pa
ny
to
act
as
“Ha
tch
et
Me
n”.
�In
th
e s
ho
rt-t
erm
, th
ey
ca
n s
ho
w r
esu
lts,
bu
t in
lo
ng
-te
rm t
he
y
are
ve
ry d
est
ruct
ive
, ca
usi
ng
mo
re h
arm
th
an
go
od
.
�T
he
y a
re i
nse
cure
in
th
em
selv
es
an
d g
et
secu
rity
by
hu
mil
iati
ng
o
the
rs i
n p
ub
lic.
�T
he
y a
dv
an
ce b
y p
oin
tin
g o
ut
the
mis
tak
es
of
oth
ers
, a
nd
no
t b
y
the
ir o
wn
ach
iev
em
en
ts.
Five Filipino Styles of Management
Five Filipino Styles of Management
1.
Ma
na
ge
rs b
y “
Ka
yo
d”
�“K
ay
od
”is
a F
ilip
ino
te
rm w
hic
h m
ea
ns
“to
sw
ea
t it
ou
t o
r to
giv
e o
ne
self
to
ha
rd
wo
rk”.
�T
his
ma
na
ge
r is
act
ion
-hu
ng
ry,
hig
hly
de
dic
ate
d,
bu
t h
is m
an
ne
rs a
re r
ath
er
form
al
an
d t
ha
t o
f a
n i
ntr
ov
ert
.
�H
e i
s a
se
rio
us
wo
rke
r a
nd
wil
l n
ot
giv
e i
n t
o b
rib
ing
or
an
y a
no
ma
lou
s d
ea
ls.
2.
Ma
na
ge
rs b
y “
Luso
t”�
“Lu
sot”
is a
no
the
r F
ilip
ino
wo
rd w
hic
h m
ea
ns
“ca
pit
ali
zin
g o
n a
lo
op
ho
le”.
�T
hu
s, t
his
ma
na
ge
r w
ill
be
alw
ays
on
th
e l
oo
ko
ut
for
loo
ph
ole
of
an
yth
ing
an
d w
ill
use
th
em
to
av
oid
to
o m
uch
wo
rk,
or
sho
rtcu
ts a
nd
to
do
un
con
ve
nti
on
al o
r e
ve
n
ille
ga
l w
ays
to a
tta
in o
bje
ctiv
es.
Ge
ne
rall
y,
an
ext
rov
ert
.
�H
e d
ea
ls w
ith
pe
op
le i
nfo
rma
lly.
3.
Ma
na
ge
rs b
y “
Lib
ro”
�“L
ibro
”in
En
gli
sh,
bo
ok.
�T
his
typ
e o
f m
an
ge
r o
pe
rate
s b
y t
he
dic
tate
s o
f th
e b
oo
k.
�W
ha
t th
e m
an
ua
ls o
the
r fo
rma
l d
ocu
me
nts
sa
y.
�H
e i
s sy
ste
ma
tic
an
d a
na
lyti
cal.
�H
e u
sua
lly h
as
ad
eq
ua
te f
orm
al
tra
inin
g in
ma
na
ge
me
nt.
Five Filipino Styles of Management
Five Filipino Styles of Management
4.
Ma
na
ge
rs b
y “
Oid
o”
�T
his
ma
na
ge
r le
av
es
his
ma
na
ge
ria
l sk
ills
by
oid
o o
r b
y e
ar.
�H
e h
as
a v
ast
fie
ld o
f p
ract
ica
l e
xpe
rie
nce
s to
co
mp
en
sate
fo
r h
is l
ack
of
form
al
ma
na
ge
me
nt
ed
uca
tio
n.
�H
e i
s th
e o
pp
osi
te o
f th
e “
Lib
ro”
ma
na
ge
r.
5.
Ma
na
ge
rs b
y “
Ug
na
ya
n”
�H
e i
s a
hy
bri
d o
f a
ll t
yp
e o
f m
an
ag
ers
.
�H
en
ce,
he
is
on
e t
yp
e o
f m
an
ag
er
no
w,
an
d d
iffe
ren
t in
an
oth
er
tim
e,
de
pe
nd
ing
on
th
e s
itu
ati
on
.
�H
e i
s a
gif
ted
re
con
cile
r o
f a
ll p
hil
oso
ph
ers
an
d b
eli
efs
he
ld b
y v
ari
ou
s ty
pe
s o
f m
an
ag
ers
.
�H
e i
nte
gra
tes
va
rio
us
sty
les
of
ma
na
ge
me
nt
de
pe
nd
ing
on
th
e n
ee
da
nd
co
nd
itio
ns
of
his
org
an
iza
tio
n.
�H
e i
s p
art
icip
ato
ry a
nd
co
ord
ina
tiv
e.
Re
fere
nce
: M
an
ag
em
en
t -
A G
lob
al
Pe
rsp
ect
ive
b
y W
eih
rich
an
d K
oo
ntz
11
thE
dit
ion
Pre
pa
red
by
: P
rof.
E.S
.Bio
/Pro
f. J
.DC
.Ge
rma
n