Managing Engineering and Technology Sixth Edition Morse and Babcock

1. Managing Engineering and Technology Sixth EditionMorse and Babcock

2. Managing Engineering and TechnologySixth EditionMorse and Babcock Historical Development of Engineering Management Chapter 2

3. Chapter Objectives • Describe the origins of engineering management • Identify the different basic management philosophies • Discuss the future issues that will affect the continued development of engineering management

4. Ancient – Egyptians • 4000 – 1600 B.C. • Used managerial principles • Built pyramids • Used job descriptions

5. Ancient – Military • 300 B.C. • CyrusUse of staffRecognized use of order and division of work • Alexander the GreatDistinction between line and staffUsed discipline and delegation

6. Ancient – Romans • 284 B.C. • Estate and farm management • Emphasis on personnel selection and placement • Known for building roads, bridges, and water management

7. Medieval Period • Four centuries of Dark Ages • No books on management written

8. Origins – Arsenal of Venice • Early 1400s • Manufacturing • Numbering of inventory parts • Standardization of parts • Assembly line

9. Spinning Jenny Water Frame Mill Power Loom Power Loom Chlorine Bleach Steam Engine Screw-cutting Lathe Industrial Revolution1750 – 1800

10. Industrial RevolutionProblems of the Factory System • Recruiting/Training Workers • Explosive Growth in Mill Towns • Supervisors, No Background • Upper Management, Sons or Relatives

11. Management Philosophies • Scientific • Administrative • Behavioral

12. Scientific Management Frederic W. Taylor: (1856–1915)Father of Scientific Management • Time and Motion Studies • Believed in selecting, training, teaching, and developing workers

13. Scientific Management Frank B. Gilbreth: (1868–1924) Devised a system for classifying hand motions into 17 basic divisions Therbligs Lillian Moller Gilbreth: (1878–1972) First Lady of Management

14. Scientific Management • Replaced old rule of thumb • Believed in selecting, training, teach and developing workers • Time Study • Standards planning

15. Administrative Management • Henri Fayol • Max Weber

16. Henri Fayol 1841–1925 • Engineer • Developed 14 “General Principles of Administration” • Divided management activities into five divisions

17. Fayol • Planning • Organizing • Command • Coordination • Control

18. AdministrativeFunctions of Managers • Planning • Organizing • Staffing (included in organizing) • Leading • Controlling

19. Comparison:Fayol and Taylor • Both referenced functional specializationFayol – principles of managementTaylor – secure efficiencies • Both emphasized “one best way”

20. Administrative Management • Max Weber (1864–1920): Major influence in a classical organizational theory • Division of labor • Hierarchy of authority • Employment based on expertise • Inflexible • Rigid • Impersonal

21. Behavioral Management • Hawthorne Studies • Abilene Paradox • Maslow

22. Behavioral Management: Hawthorne Studies – 30s • Original intent was find the level of illumination that made the work of female coil winders, relay assemblers, and small parts inspectors more efficient. • Conclusion – persons singled out for special attention perform as expected

23. Behavioral Management: Abilene Paradox Failing to manage agreement effectively

24. Behavioral Management: Maslow – 60s • Hierarchical theory of human needsBiological / Physiological NeedsSecurity / Safety NeedsSocial NeedsEgo NeedsSelf-actualization Fulfillment

25. Contemporary Management Issues: Challenges • Quality and Productivity • Customer Focus • Information Technology • Project Management • Globalization • Management Theory and Leadership

26. Peter Drucker Peter Senge Steven Covey Tom Peters Scott Adams Michael Porter Jim Collins Thomas Friedman Contemporary Management Applied Perspectives