Joy F.

Francisco Engineering Management

BSCE III- BLK. 3 Chapter 7

I.
1. Why is motivating relevant to the job of the engineer manager?

 Motivation is the process of activating behaviour, sustaining it, and directing it towards a
particular goal. It is relevant to the job of an engineer manager because it is the management
action of giving employees reasons or incentives to work to achieve organizational objectives.
2. Are motivation techniques applicable to engineers? Cite examples.

 Yes, As an engineer manager, motivating is relevant because you must find ways

to motivate your employees in order to encourage productivity and ensure job satisfaction.
A manager cannot force anemployee to be successful at his job, but he can motivate him with
fair treatment, proper incentives andadequate compensation.
3. When Maslow insinuated that needs are hierarchical, what does he mean?

 Abraham Maslow, theorized that human beings have five basic needs which are as follows:
physiological, security, social, esteem and self-actualization. These needs are hierarchical,
which means, one need will have to be satisfied first before the other need.
4. What factors are associated with employee satisfaction and dissatisfaction?

 According to Herzberg satisfied employee mentioned the following factors (called satisfiers or
motivation factors) responsible for job satisfaction: achievement, recognition, work itself,
responsibility, advancement, and growth. Dissatisfied employees mentioned the following
factors (called dissatisfiers or hygiene factors) as responsible for job dissatisfaction: company
policy and administration, supervision, relationship with peers, personal life, and relationship
with subordinates, status, and security.
5. What are expectancies and valences? How do they affect performance?

 An expectancy is a belief about the likelihood or probability that a particular behavioural act will
lead to a particular outcome (like promotion). Valence is the value an individual places on the
expected outcomes or rewards.
6. What is meant by goal setting? What are the components of goal setting model?

 Goal setting refers to the process of “improving performance with objectives, deadlines or
quality standard.” The components of goal setting model by Edwin A. Locke are goal content,
goal commitment, work behaviour, and feedback aspects.
7. How may an individual be motivated through job design?

 An individual will be highly motivated to perform if he is assigned a job he likes. In motivating

through the use of job designs, two approaches may be used: fitting people to jobs or fitting
jobs to people.
8. How may rewards be classified?

 Rewards consist of material and psychological benefits to employees for performing tasks in
the work place. Rewards may be classified into two categories the extrinsic and intrinsic
rewards. Extrinsic rewards refers to payoffs granted to the individual by another party. Intrinsic
rewards are those which are internally experienced payoffs which are self-granted.
9. In what specific activities may employees participate?

 When an employee’s participate in deciding various aspects of their jobs, the personal
involvement, oftentimes, is carried up to the point where the task is completed. The specific
activities that an employee can participate are setting goal, making decisions, solving
problems, and designing and implementing organizational changes.
10. What benefits are made possible under flexible work schedules?

 Flexible Work Schedule has an arrangement called “flextime”, which allows employees to
determine their own arrival and departure times within specified limits. There are some certain
benefits that are offered by flexible work schedules, although it is not appropriate for all
situations.
Joy F. Francisco Engineering Management
BSCE III-BLK. 3

Research:

“VVR Engineering Design Services”

Financial Benefits Nonfinancial Benefits

Job security: Nothing can motivate a worker,

Retirement Benefits appointed temporarily, better than provision of job
security.

Bonus Opportunities for Advancement

Pay AllowancesE Empowerment

Commission Challenging work

Stock option Competition

Productivity linked Wage Incentives Better Job Titles

Insurance Benefits Job Rotation

Joy F. Francisco Engineering Management
BSCE III- BLK. 3 October 14, 2020

REACTION PAPER NO. 7

“BATANGAS POLYTECHNIC COLLEGE: The Morning After”

Engineer Felicidad Lazaro, a mechanical engineering graduate of Adamson

University, is operating her auto parts supply business while teaching at the Batangas Polytechnic
College. After years of teaching, she earned the chairmanship of the Mechanical Engineering
Department. Time came the dean decided to leave for a job abroad making her the new dean of the
College of Engineering. Engineer Lazaro’s first concern was to fill up the slots
left by five faculty members who resigned. However, only ten applicants came up, almost all fresh
graduates with no any job experience. Another concern is the rapid increase of the students in the
college. To make the matter worse, two of the senior members of the college resigned for a job offer
from other company. Engineer Lazaro is now contemplating how she will survive the crisis.
Engineer Lazaro has two problems. The first problem is the shortage of teachers.
Only ten applicants filed for application but all were inexperienced. She needs seven new teachers.
She wanted well-qualified engineers but none applied. One solution is to send personal requests to
the engineers which would qualify to teach which are available in the area. She can appeal to them
that their college requires experienced engineers to provide quality education. She would be lucky if
all the vacancies will be filled in by well-qualified engineers. If not, she has no choice but to hire the
new graduates. The second problem is how to make the incumbent teachers satisfied with their jobs.
A lot of teachers left because of offers from other institutions. Engineer Lazaro should motivate the
teachers. If possible, she can request an increase to the teachers’ salaries. She should also call for a
meeting to discuss the crisis of their college and give speeches to boost their morale.
Joy F. Francisco Chapter 8
BSCE III- BLK. 3 October 14 , 2020

I.

1. What is leading? Why is important to the engineer manager?

 Leading is a management function which “involves influencing others to engage in the work
behaviors necessary to reach organizational goals. It is important to the engineer manager
because they are expected to maintain effective work forces. They are required to perform
leadership roles who will be able to influence others because of the power they possess.
2. How do leaders influence others?

 Leaders are said to be able to influence others because of the power they possess. Power
refers to the ability of a leader to exert force on another.
3. What is meant by referent power? Give an example of a person with referent power?

 Referent power is refers to when a person can get compliance from another because the latter
would want to be identified with the former, that person is said to have referent power.
Example is when a CEO determines the overall directions of the business and the resources
needed.
4. Why is it important for a leader to have “the desire to lead”? What happens if the said desire is not
present?

 There are some persons who have all the qualifications for leadership. It is important for a
leader to have the desire to lead they will always have a reservoir of extra efforts which can be
used whenever needed. But if a leader has no desire to lead could not be called leaders even
if they are forced to act as leaders, they will not be effective because their efforts will be half-
hearted.
5. What is meant by “charisma”? Is it necessary ingredient for leadership?

 Charisma refers to when a person has sufficient personal magnetism that leads people to
follow his directives. Charisma will help the leader in achieving his goals. With some
adjustments, subordinates may be expected to do their tasks willingly.
6. What is meant by “human skills”? How may these skills help the leader?

 Human skills refers to the ability of a leader to deal with people, both inside and outside the
organization. Apart from motivating it includes coaching, communicating, morale building,
training and development, help and supportiveness, and delegating. These skills will help the
leader on how to get along with people, motivate them, and inspire them.
7. How is positive leadership different from negative leadership?

 Leaders, sometimes, alternately use positive and negative leadership depending on the
characteristics of individual subordinates. When the leader’s approach emphasizes rewards,
the style used is positive leadership. While when punishment is emphasized by the leader, the
style is said to be negative leadership.
8. What are free-rein leaders? When is free-rein leadership appropriate?

 Free-rein leaders are the leaders who sets objectives and allow employees or subordinates
relative freedom to do whatever it takes to accomplish these objectives. This leadership style is
most applicable to certain organizations manned by professionals like doctors and engineers.
9. When the situation does not fit the leader, what options do management have?

 If the leader does not know well the competence and integrity of his people and their ability to
handle this kind of freedom, the result could be disastrous. The management must change the
leader traits or behavior, select a leader who have traits or behavior fitting the situation.

10. What leadership styles may be used by path-goal proponents?

 The leadership styles which may be used by path-goal proponents are directive, supportive,
participative and achievement-oriented leadership.
RESEARCH:

Elon Reeve Musk (born June 28, 1971) is a business

magnate, industrial designer, engineer, and philanthropist.He is the
founder, CEO, CTO and chief designer of SpaceX; early
investor, CEO and product architect of Tesla, Inc.; founder of The
Boring Company; co-founder of Neuralink; and co-founder and initial
co-chairman of OpenAI. He was elected a Fellow of the Royal Society
(FRS) in 2018. Also that year, he was ranked 25th on the Forbes list
of The World's Most Powerful People, and was ranked joint-first on
the Forbes list of the Most Innovative Leaders of 2019. As of
September 2, 2020, his net worth was estimated by Forbes to
be US$93.3 billion, making him the 5th richest person in the world. He
is also the longest tenured CEO of any automotive manufacturer
globally.

Leadership Style:

1. He Inspires His Team. One of the key tenets of transformational leadership is having a vision - and
getting others to not only believe in it but inspired enough to help make it happen. “You have to have a
very compelling goal for the company,”
2. He Sets Stretch Goals
3. He Challenges The Status Quo
4. He Hires Smartly
5. He Embraces Failure
Joy F. Francisco Engineering Management
BSCE III- BLK.3 October 14, 2020

REACTION PAPER NO. 8

“BUENAVISTA ELECTRIC COOPERATIVE, INC.,: Masquerade”

Right after Engineer Oscar Pascua finished his electrical engineering course at FEATI
University in 1985, he was hired as an employee of the National Electrification Administration (NEA).
He was assigned to handle jobs in the various units of NEA until his promotion to Chief Planning
Officer in 1994. His main function was to supervise the planning activities of his unit. Three engineers
and two other employees reported directly to him. His performance was rated very satisfactory.
Engineer Pascua attended training sessions of various kinds including those for management. He
finished his M.B.A course in 1995. When the position of general manager of the Buenavista Electric
Cooperative, Inc. (BECI) became vacant in January 1996, he was nominated by NEA. He got the post
in March 1996. Aware of the many problems besetting the cooperative, he immediately went to work.
Engineer Pascua concluded that in spite of the granting of salary increases requested by the rank and
file, no subsequent improvement in services was registered. He is now considering more drastic
measures but he is not sure if it is the right thing to do. In addition, he is also aware that there are
some employees who are qualified and dedicated to their jobs.
Engr. Pascua should evaluate and determine the issues regarding the employees’ lack of
motivation in reporting for work. He should also build a better relation or be more hands-on with his
employees’ form of work and from this he could also gain respect from his subordinates. Engr. Pascua
could also personally train or share with his employees’, his experience or the things he has learned
regarding their line of work. He could also organize a new structure regarding the employees’ tasks to
determine if they are fit to perform their specified task. He should also inspire his employees to have
them perform better. Engr. Pascua must also discuss with his employees the objectives and goals that
will benefit both his employees and the company. One of the important aspects is inviting his
employees and letting them share what they think about decisions, policies or added regulations
regarding the company. This will generate more and better ideas for the company and can also help
them to participate and be more supportive of the company’s decision. Engr. Pascua should also
consider the employees’ reaction to the new policies and decisions that pertains to the company.
The recommendations of Engineer Pascua was promising. But in a year of operation,
there were no indications of improvement in services. There were still employees who do not report
regularly for work and the team that was formed to investigate and minimize system loss was not
effective. Incompetency of the employees leads to the fall of a cooperative. Dismissal of these
employees is still necessary. Formation of a new team is imperative to reduce system loss. My
additional recommendation would be to hire a number of employees whose job is to collect
uncollected accounts.