Industrial Engineering Chapter 1 Engineering And Management Discussion Questions The Precursors Todays Engineers Listed The

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CHAPTER 1

Engineering and Management

DISCUSSION QUESTIONS

1-1. The precursors of today’s engineers listed in the quotation from Wickenden had no classes

and few or no books from which to learn scientific principles. How can you explain their

success?

1-2. Create your argument for why engineering management is different than management. Why

is this field needed?

1-3. Why is it so difficult to answer the simple question “How many engineers are there in the

United States?” Is the question “How many physicians are there in the United States?” any

easier?

1-4. Compare and contrast the role of the engineer with the role of the manager. How are they

similar and how are they different?

1-5. What are the similarities in the definitions of management quoted from authors of

management textbooks? How do you define management?

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A: Student responses will vary, but full credit should be earned by responses that consider the

elements included in typical definitions. Management textbook definitions typically

emphasize the achievement of organizational objectives through effective use of human and

material resources.

Two examples of student definitions are:

* “Conversion of tangible and intangible resources of an individual or organization into

the goals and desired results set by well-defined standards.”

* “Utilization of human and material resources in an effort to produce quality products

while minimizing costs and maximizing company profits.”.

A web search of the definition returns:

* “the process of dealing with or controlling things or people.”

1-6. How does the job of supervisor or first-line manager differ from that of a middle manager?

1-7. Engineers often move into management of their organizations. Explain the ways that an

engineering degree prepares an individual for this transition? What are the problems with

this path?

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A: Engineers learn how to be structured problem solvers in their undergraduate education, and

many learn how to consider problems from a systems level perspective. Both of these skills

are great benefits in a managerial role. However, engineers rarely learn much about many

key business roles such as accounting, finance, and marketing. These are all business areas

that impact decision making. In addition, engineering education tends to focus on the

technical aspects of engineering, at the expense of developing the interpersonal skills needed

to manage people. This focus on the technical at the expense of professional skills is changing

in many engineering programs.

1-8. Identify the three types of skills needed by an effective manager, as conceived by Robert L.

Katz, and describe how the relative need for them might vary with the level of management.

1-9. Defend the need for engineering management. Why should engineering management be

considered a different profession than simply “management.”

A: While this question is similar to 1-2, this time we are not asking students to define

No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher.

understand their work. Furthermore, given the duty to protect the public that is paramount

for engineers, it is critical that managers of those function have a similar worldview. In other

words, managing engineering functions demands managers who are conversant with and

adhere to the canons of engineering ethics.

1-10. Find the engineering management related subgroup for the professional society of your

undergraduate discipline (e.g. IEEE for electrical engineers). What are the offerings of this

society vs. those of ASEM? Which do you think will better serve your career development?

Why?