Engineering Management Function - Leading
Transcript of Engineering Management Function - Leading
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Introduction
Styles of Leadership
Leading Activities
DecidingCommunicating
Motivating
Selecting Engineering Employees
Developing PeopleSummary
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Leading in Engineering Management
refers to the function of an engineering
manager that causes people to take
effective action.
The measurement of the quality of an
EMs leadership is his or her ability to
guide and direct the efforts of others toattain organizational objectives.
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Leading
-Deciding, Communicating, Motivating,
Selecting and Developing
Deciding
-Rational Decision Making, Kepnor-Tregoe
Method, Gut Instinct, Group Decisions
Communicating- Asking, Telling, Listening and Understanding
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Motivating-Inspire, Encourage, Impel Need-based strategy
(Maslow Model)
Selecting Focus on hard and soft Skills
Developing
-Performance correction and personal growth
Special Topics on Leading
- Lead Changes, New Leader Strategy, Superior
Leadership
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Autocratic:
Leader makes decisions without reference to
anyone else High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of businesswhere decisions need to be made quickly and
decisively
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Democratic:
Encourages decision making
from different perspectives leadershipmay be emphasised throughout
the organisation
Consultative: process of consultation beforedecisions are taken
Persuasive: Leader takes decision and seeksto persuade others that the decisionis correct
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Democratic:
May help motivation and involvement
Workers feel ownership of the firm andits ideas
Improves the sharing of ideas
and experiences within the business Can delay decision making
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Laissez-Faire: Let it be the leadership responsibilities
are shared by all
Can be very useful in businesseswhere creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
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Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decision
but may consult
Believes in the need to support
staff
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There are 5 major styles of leadership that are
classified according to the attributes of either a
concern for people or an emphasis on tasks.
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NICE GUY places too much value on
social acceptance while neglecting
technical task.
THE LOSER does not obtainacceptance from others and does not
get the job done.
THE COMPROMISER Balances both
the needs of people and task factors.
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THE TASK MANAGER is interested in
getting the job done right without
concern for human feelings.
THE IDEAL MANAGER Gets the job
and at the same time makes everyone
happy.
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No single style fits all situations
A persons dominant style is determined
by personality traitsDifferent leadership styles can be
effective with different people at different
times
Advice to engineering managers: Varystyle flexibly according to situation at hand
in order to be effective
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Making decision is a key responsibility
of engineering managers.
To arrive at conclusions
and judgements
To assure that the quality of decisions
made remains high
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Spontaneous Decisions
- Intuitive, hunch or gut instinct based
Reasoned Decisions
- Based on systematic studies and logical
analyses (to the extend possible): (1) Assess
facts and evaluate alternatives, (2) Use fullmental resources, (3)Emphasize creative
problem-solving, (4)Think consistently, (5)
Minimize the probability of errors (downside
risks)
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Staff
Staff and ManagerManager
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A RDMP is generally useful in facilitating
decision making for numerous problems or
issues in engineering when an adequate
amount of information is available.
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Method is a renowned analysis tool
available to support decision.
This method forces decision makers to
externalize all necessary criteria and to
assign weight factors to all sufficiency
criteria before making decision.
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Forecasting (exponential smoothing, time
series)
Regression Analysis (single-variable, multi
variables)
Risk Analysis (Monte Carlo)
What -if Solver Simulation Modelling
Decision Trees
Optimization (linear programming,integer/dynamic programming)
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Spontaneous Decisions-Intuitive solution for complex and ambiguous
problems defying systematic analyses (No data)
Brain Activities - Left-side (logical, rationaland conscious) versus right-side (intuitive,
subconscious); Innovative ideas surface
unexpectedly, due to accumulated patterns and
rules derived from past experience
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Intuitive decisions can be wrong from
time to time, feedback from trusted
sources is needed to recalibratepatterns and rules frequently
If repeated, feedback-based learning
tends to improve quality of intuitive
decisions made in the future
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Engineering managers may also elect to make
decisions by using the inputs generated by
teams.
Group dynamics
Conflict, consideration, closure
Criteria for good group decisions
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Group dynamics
-New dimensions to decision making: (1)
Coalitions/alliances among team members -position-based advocacy, (2) Conflicts of
interests, (3)Personality clash (fighting
words, selective seeing, interruptions,
personal friction)
Leadership Role
: (1) Managing conflict,(2) Consideration and
(3) Closure
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The purpose of communicating is to
create understanding and acceptance
of the facts, impressions and feelingbeing communicated.
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Asking open-ended insightful questions
to gain knowledge and to improve
understanding of the situation at hand
Quality of questions is a clear indication
of the questioners grasp of the situation
at hand
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Offer information to keep people
(peers,employees, bosses, supply chain
partners,customers) informed aboutmatters of concern tothem
Judgement is needed as to what to tell
and what not(Need to Know paradigm),
seek balance between(1) trust-creationand no surprise versus (2) control over
information
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Remain focused in listening to the
subtext and true meaning of the
exchangeMaintain eye contact
Exercise self-discipline to control own
urge to talk and avoid interrupting others
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To hear by the head and to feel by the
heart
Assess the degree of sincerity verbalintonation, facial expression, body
language
Recognize shared meaning (emotional
and logical)
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Interpretation of Semantics(words/terms may have multiple meanings)
Selective Seeing
-See only what one wants to see
Selective Listening
-Hear only what one wants to hear (screen
out ideas divergent to own opinion or self-
interest)Emotional Barriers
(strong attitude and feelings,
personal biases)
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To motivate is to apply a force thatexcites and drives an individual to act, in
ways preferred by the manager/leader.
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PARTICIPATION
COMMUNICATION
RECOGNITIONDELEGATE AUTHORITY
RECIPROCATE INTEREST
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The long-term success of an
engineering organization depends on
the abilities and the effectual use ofthese abilities.
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By selecting people, managers gain
staff with right skills, dedication, value
systems, personality, and wintheir loyalty over time
Associate themselves with the right
mentors and leaders
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Define needs
Define qualifications
Get applicantsReview and pre-screen applicants
Conduct interviews - Asking good
questions
Decide on job candidates
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Managers are not trained to assess softskills- major sources of job-related
problems and key factors for career
failures
Candidates are polished to Talk the talkand walk the walk, masking their true
long-term personal behavior
Selecting people remains a major
challenge to all managers
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Developing employees is another
important activity of the managerial
leader.
The objective of developing employees
is to shape their knowledge, attitudes,
and skills to enhance their contributionto the company and to foster their
personal growth.
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Purpose: To improve knowledge, attitude
and skills of employees
Knowledge : Cognizance of facts, truths
and other information
Attitude : Customary dispositions
toward people, things, situations and
information
Skills : Ability to perform specialized
work with recognized competence
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(1) Maintain absolute integrity
(2) Be Knowledgeable
(3) Declare expectations
(4) Show uncommon commitment
(5) Get out in front
(6) Expect Positive results
(7) Take care of people(8) Put duty before self-interests
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Engineering Managers should payattention to:
(1)Making decisions under uncertainty (not
suffering from paralysis by analysis),
(2)Motivating other engineers with proper
motivators,
(3)Communicating by proactive asking and
intensive listening,
(4)Selecting to focus on soft skills,(5)Developing people using personal
examples.