TECHNOLOGY MANAGEMENT Awaluddin Mohamed Shaharoun Email : awaludin@ic.utm.my

1. TECHNOLOGY MANAGEMENT Awaluddin Mohamed Shaharoun Email : awaludin@ic.utm.my prof.awaluddin@gmail.com

2. Session 1 Introduction

3. ABOUT MYSELF- • B. Eng from the University of Liverpool, UK in 1979 • Masters Degree in Industrial Engineering and Production Management from Cranfield University in 1983. • PhD in CIM from Loughborough University of Technology in 1994 • Deputy-Dean at the Faculty of Mechanical Engineering UTM from 1986-1995 in c/o of Post-grad studies, R&D and commercialisation • Executive Director , Business And Advanced Technology Centre (BATC) • Dean UTM Razak School of Engineering and Advanced Technology • UniversitiTeknologi Malaysia International Campus, JalanSemarak, Kuala Lumpur • Research areas include advanced manufacturing technology, manufacturing business management

4. Objectives of Course • To discuss the history of Engineering Management • Aspects of Management Processes • Engineers as Managers • Technology Change and innovation • Technology acquisition

5. To provide a general management level of understanding/cross-functional view. • The course requires a substantial amount of reading for most sessions. Good case preparation/active participation necessary.

6. The course is rated at 3 credits and is designed to have participants apply some of the ideas from the week at some of their own companies including: • - Produce a written document PMA with recommendations

7. Assessment • 4 Case-Studies (10 X 4) 40 % • Class Participation 10 % • PMA 50 %

8. Engineering & its Origin

9. Origins of Engineering • The word engineer stems from the Latin word ingenium, which meant a talent, natural capacity or clever invention • Early applications of “clever inventions” were often military ones • Ingeniarous became one of several words applied to builders of such inventions

10. Heritage What ever the name the roots of engineering lie earlier than the time of the Romans.

11. William Wickenden (1947) explained this well • Engineering was an art for long centuries before it became a science. Its origins go back to utmost antiquity…the primitive smelters of iron and copper, the ancient workers in bronze and steel; the discoverers of the lever, the wheel and the screw truss

12. Beginnings of Engineering Education • 1716 – The French Government under Louis XV formed a civilian engineering corps, the Corps des Ponts et Chausées • 1747 - Écoledes Ponts et Chausées founded to train the corps • 1802 – U.S. Military Academy established as a school for engineer officers • 1862 – Morrill Act authorizes federal aid to the states for establishing colleges of agriculture and the mechanic arts • 1890 – Cambridge added a program in “mechanical science” • 1909 – Oxford adds a chair in “engineering science”

13. Engineering as a Profession What is a profession? • Profession: a calling requiring specialized knowledge and often long and intensive preparation including instruction in skills and methods as well as in the scientific, historical or scholarly principles underlying such skills and methods, maintaining by force of organization or concerted opinion high standards of achievement and conduct, and committing its members to continual study and to a kind of work which has for its prime purpose the rendering of a public service. (Webster’s Third International Dictionary)

14. Engineering as a Profession • The first issue of the English Journal – Engineering (1866) began with a description – the profession of the engineer, as defined in the charter Telford obtained [in 1818 for the Institute of Civil Engineers], for himself and his associates from [King] George the Fourth – ‘ the art of directing the great sources of power in nature, for the use and convenience of Man”

15. Engineering as a Profession Modern Definition – the profession in which knowledge of the mathematical and natural sciences gained by study, experience and practice is applied with judgment to develop ways to utilize economically, the materials and forces of nature for the benefit of mankind. (1979 ECPD, the precursor to ABET)

16. What Do Engineers Do? • En-gi-neer-ing n 1: the art of managing engines 2.: the application of science and mathematics by which the properties of matter and the sources of energy in nature are made useful to man in structures, machines, products, systems, and processes.

17. Aerospace Engineering Ceramic/Materials Engineering Chemical Engineering Civil Engineering Electrical/Computer Engineering Environmental Engineering Industrial Engineering Manufacturing Engineering Mechanical Engineering Other Engineers Types of Engineers

18. Civil Engineer Civil Engineering is a broad engineering discipline that incorporates many different aspects of engineering. As a CE, you generally would work in one of the following areas: • In Private Practice: Plans, designs, constructs and operates physical works and facilities used by the public. • In Academia: Teaches students the fundamentals of civil engineering. Also involved in research in order to advance the state-of-the-art. • In Public Practice: Involved in city and/or regional planning, layout and construction of highways and pipelines. • In Combination with other Disciplines: A Civil Engineering degree combined with an other degree such as: Engineering Geologist, Engineering Economist, or Engineer/Attorney Civil Engineering itself is composed of various different areas of engineering. The general types of Civil Engineers include:Construction Management Engineer, Geotechnical Engineer, Public Works Engineer,Research Engineer, Structural Engineer, Transportation Engineer,and Water Resources Engineer

19. Electrical and Computer Engineer • What is Electrical Engineering?Simply put, electrical engineering is the application of the laws of physics governing electricity, magnetism, and light to develop products and services for the benefit of humankind. • Okay, so what is Computer Engineering?Computer Engineering is the design, construction, implementation, and maintenance of computers and computer controlled equipment for the benefit of humankind

20. Mechanical Engineer • Perhaps the broadest of all the engineering disciplines in its range of activities and functions • Concerned with design, manufacture and operation of a wide range of components, devices, or systems: • microscopic parts to gigantic gears • more efficient heating, ventilation, refrigeration • laser technology • biomedical applications • automotive industry • computer-aided design, automation, robotics • predictive maintenance and reliability technologies

21. Industrial Engineer • Simply put, industrial engineering is the application of engineering methods and the principles of scientific management to the design, improvement, and installation of integrated systems of people, materials, information equipment and energy.

22. Manufacturing Engineer From Latin word Manu Factum- (Made by Hand) Manufacturing means making things. Manufacturing engineers direct and coordinate the processes for making things - from the beginning to the end. As businesses try to make products better and at less cost, it turns to manufacturing engineers to find out how. Manufacturing engineers work with all aspects of manufacturing from production control to materials handling to automation.

23. CONCLUSIONS • The role of engineers have grown until it is regarded as a profession • As technology advances different forms of engineering professions has evolved and grown

24. BRIEF OVERVIEW OF MANAGEMENT THINKING

25. What is an organization? • A group of people working together in a structured and coordinated fashion to achieve a set of goals.

26. What is Management? • A set of activities • planning and decision making, organizing, leading, and controlling directed at an organization’s resources • human, financial, physical, and information with the aim of achieving organizational goals in an efficient and effective manner.

27. EFFICIENTLYUsing resources wisely andin a cost-effective way And Basic Purpose of Management EFFECTIVELYMaking the right decisions andsuccessfully implementing them

28. What is a Manager? • Someone whose primary responsibility is to carry out the management process. • Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.

29. Managerial Roles-Mintzberg • Interpersonal • Figurehead • Leader • Liaison • Informational • Monitor • Disseminator • Spokesperson

30. Managerial Roles-Mintzberg, cont. • Decisional • Entrepreneurial • Disturbance Handler • Resource Allocator • Negotiator

31. Functions of Managers-Henry Fayol • Planning • Organizing • Command • Coordination • Control

32. Functions of Managers- Kootz • Planning • Organizing • Staffing • Leading • Controlling

33. Engineering Management • Direct supervision of engineers or/of engineering functions • Or,-application of quantifiable methods and techniques to practice of management

34. Management Philosophies • Scientific • Administrative • Behavioral

35. Scientific Management • Charles Babbage: Grandfather of Scientific Management • Difference EngineDivision of labor

36. Scientific Management • Frederic W. Taylor: Father of Scientific Management • Time and Motion Studies • Believed in selecting, training, teaching, and developing workers

37. Scientific Management • Frank B. Gilbreth: Devised a system for classifying hand motions into 17 basic divisions • Lillian MollerGilbreth: First Lady of Management • Henry L. Gantt: Gantt Charts

38. Administrative Management • Henri Fayol: Engineer • Russell Robb: Pioneer of Organizational Theory • LyndallUrwick: Developed a Unified Body of Knowledge

39. Administrative Management • Max Weber: Major influence in a classical organizational theory • Division of labor • Hierarchy of authority • Employment based on expertise • Inflexible • Rigid • Impersonal

40. Behavioral Management- Hawthorne Studies Elton Mayo Original intent was to find the level of illumination that made the work of female coil winders, relay assemblers, and small parts inspectors more efficient.Conclusions Paying attention to workers actually increase productivity

41. Hawthorne Studies • Illumination study(1924-27) • Vannevar Bush (MIT) • Relay room experiments (1927-32) • Wiring room experiments (1931-32) • Elton Mayo (Harvard)

42. Illumination Study(find optimum lighting level)

43. Relay Room Experiments(explain illumination results) • Six female workers removed from production line to form a “team” • No supervision, but closely monitored • Test variables • Length and frequency of breaks • Length of work day • Length of work week • All changes resulted in increased output (absenteeism dropped 65%)

44. Wiring Room Experiment • 11 men working together • Production rates stabilized at a norm, even though pay was by the piece • Those above or below the norm were ridiculed and abused • Complex social group and hierarchy

45. Hawthorne Outcomes • “Hawthorne Effect” – studied people behave differently • Theory Y – People are intelligent, motivated, hard workers • Self-Directed Teams – Work groups form an organization without supervision. • Implications for control

46. Behavioral Management- Abraham Maslow Hierarchical theory of human needsBiological / Physiological NeedsSecurity / Safety NeedsSocial NeedsEgo NeedsSelf-actualization Fulfillment

47. Theory X Manager Responsible for all Controller Enforcer Workers Unmotivated Lazy Dumb Uncommitted Theory Y Manager Shares responsibility Enabler, coach Leader Workers Motivated Hard working Intelligent Committed McGregor

48. Contemporary Management Issues-Applied Perspectives • Peter Senge- Learning organisation • Steven Covey- 7 habits • Tom Peters- In Search of Excellence • Michael Hammer- BPR • Scott Adams- Cartoon Dilbert • Peter Drucker- knowledge worker • Michael Porter- 5 forces analysis • Robert Kaplan- Balanced Scorecard

49. CONCLUSIONS • Managerial thinking has also evolved to help manage engineering and non-engineering organisations • Technology, engineers and managers need to work in synergy to help organisations grow and flourish

50. Discussions Modern management have been influenced by the changes in scientific, behavioural and organisational theories since the last 150 years. Assess the roles of these theories in modern management of manufacturing organisations and what do you see as trends for the future?