ENGINEERING MANAGEMENT FOR ME

MEEN 3533

CASE STUDY NO. 04

Garma, Martini Lei Y.

BSME 5-1

Engr. Dennis Dale Fanoga

Professor
 I. INTRODUCTION
Management thought has a long history. Management has long been recognized as an important aspect of human
economic life. Management theory is regarded as a fluid concept. It has evolved alongside and in tandem with social,
cultural, economic, and scientific institutions. Management theory has a long history. It develops alongside other
socioeconomic developments.
Management thought is the theory that guides organizational people management. Management theories arose initially
from the practical experience of managers in industrial organizations. Managers later borrowed ideas from various fields
of study, including science, sociology, anthropology, and so on.
II. THE CONCEPT OF EVOLUTION OF MANAGEMENT THOUGHT
• Pre-Scientific Management Period
Industrial revolution changed the way individuals and businesses raised capital, organized labor, and produced
goods. Management's newer dimension following the industrial revolution is due to the involvement of some
notable people who provided useful theories and methods. Entrepreneurs could then attempt to successfully
combine all these elements - land, labor, capital, and capital - to start a business.
• The Classical Theory
During the classical period, management thought was focused on standardization, job content, labor division, and
scientific approaches to organization. It was also related to the industrial revolution and the rise of large-scale
businesses. By the late nineteenth century, management science had begun, bringing with its professionals such as
H. L. Grant, F. W. Taylor, Emerson, and others.
• The Neo-Classical Theory
This period in management thought evolution is a better version of classical theory. It is an improved version of
classical theory. The classical theory focused primarily on job areas such as physical resources and their
management, whereas the Neoclassical theory focuses on employee relationships in the work ecosystem.
• The Bureaucratic Model
Max Weber, a German sociologist, proposed the bureaucratic model. This includes a system of labor division, rules,
authority hierarchy, and employees’ placement based on their technical capabilities. (Vedantu, 2022a)

III. TASKS, ROLES, SKILLS, AND RESPONSIBILITIES OF A PROFESSIONAL MANAGER

In research from (Vedantu, 2022) A professional manager's job is to ensure employee success, and thus the success of the
organization. A manager must perform a variety of management tasks, such as effective teamwork and employee
motivation. A professional manager must have professional, technical, and administrative skills. Long experience in
business affair management is an added advantage for successful professional management.
• What are the Professional Manager Roles and Responsibilities?
1. Defining Your Objectives
As a manager, your first and most important task is to provide a clear direction to the organization. Establish the
organization's visions and missions. A manager should not delegate this task to anyone else and must complete it
himself. Employees are unified when the company's objectives are defined.
2. Growth Management
A manager's responsibilities extend beyond managing growth and ensuring the company's survival. The
corporation controls most internal firm tasks (such as selecting appropriate technology, hiring the right
employees, and so on) But the management must cope with external factors such as government policies and
economic situations.
3. Keeping Efficiency High and Improving it
Managers play a variety of roles and responsibilities for a business to run smoothly. First, he must ensure that the
firm is efficient, that there is no resource waste. Second, he must ensure that this efficiency is maintained.
4. Creativity
Innovative solutions to problems must be found if a company is to succeed, and new ideas must also be nurtured
and implemented by the manager. Managers are responsible for doing both on an ongoing basis - and it is the
manager's job to nurture and implement new ideas.
5. Be on the Lookout for Competitors
Market competition is something that needs to be planned for and prepared for by the manager. Keeping up with
changes and/or increased competition can never be taken for granted.
 6. Leading by Example
It is usually the leadership that determines an organization's future. The manager must also have good leadership
qualities. To achieve the company's goals, he must inspire and motivate employees. A leader leads from the front,
as well as a manager who demonstrates the qualities and work ethic that other members of a team can learn
from.
7. Management of Change
Change is a fact of life in every company and organization. Managers are responsible for bringing this sweeping
change about. Among his responsibilities, he must ensure that the company's transformation is smooth and
uneventful.
8. Selecting the Right Technology
Managing in the 21st century is a challenging task for all managers. A wide variety of IT processes are available
today. You face challenges in using the most suitable technology for your organization. In essence, this means
choosing the right software, communication system, and networking system.

• Tasks of Professional Manager

1. Providing Purposeful Direction

A manager's first responsibility is to set company goals and provide appropriate guidance. He must constantly
monitor and examine the program to ensure proper implementation. As a senior manager, you must actively
participate in every process under your control. The primary responsibility of a deputy or assistant manager is to
oversee the assigned module.
2. Managing Survival and Growth
"Survival of the fittest" – the law of the jungle – applies equally to today's competitive world. A manager's
responsibilities include not only competing with other businesses, but also maintaining a steady and healthy
growth rate. Factors that influence an organization's survival and growth include labor force and technology
selection, proper use of human resources and time, financial resources, company image, and so on.
3. Facing The Challenge of Increasing Competition
As customers are aware of products than before, through advertisements and internet, competition among
organizations is increasing at high pace. So, it's the duty of a manager to meet the challenges and take suitable
decisions to make avail new products to compete with the whole world. Now, a customer has more choices than
one or two decades before.
4. Maintaining Firm’s Efficiency in Terms of Profit Generation
When the ratio of output to input increases, it means an organization is more efficient and it's the duty of a manger
to keep these efficiency figures increasing. Such profits can be used for the expansion of the firm, up gradation of
technology or saving it for future purpose. Also, it gives a provision to take risk and think big with new creative
ideas.
5. Meeting the Challenge of Change
A company must be able to keep up with changing ideas, technologies, and new requirements. It's human nature
to resist change at first and then accept it. Change can take the form of new methods or processes, new markets,
or even the entire product. While most transactions were done manually in the early decades, computers have
simplified those tasks. However, many long-term employees were unwilling to accept and even resisted the
changes.
6. Managing Innovations
An innovative idea is something new and different that can be derived from existing tasks. Customers'
perspectives matter more than actual usage. A manager must be able to connect with customers and keep them
connected to the company. Customers can provide suggestions and feedback, which can then be studied across a
large market and incorporated into the system.
7. Retaining Talents and Instructing a Sense of Loyalty
A manager should avoid duties that are boring or repetitious. He should make certain that their abilities and skills
are adequately exploited. A better way of communication with subordinates should be established, as well as a
positive relationship. Many private organizations, including banks, provide employees with company stock.
8. Postponing Managerial Adolescence
After completing 25 or 30 successive years, most senior managers and top executives may not have latest
managerial knowledge and skills. But the company still needs to pay the same salary even if those employees are
dragging the productivity of the company. This stage is known as adolescence or obsolescence and redesigning
their jobs can be a better solution.
9. Balancing Creativity and Reality
A manager must be able to appreciate and encourage such creative persons. Developing a new idea or concept is
exciting, but it's difficult to translate those creativity ideas to practical shape. It requires a detailed planning,
financing, marketing, administration etc. Also, it's equally important to find customers and markets for those new
products.
10. Coping With Political Opposition and Public Criticism
Big firms are often targeted with a lot of public and political criticisms. Many may try to oppose the growth of a
progressive and successful organization. Best way is to avoid such criticisms considering them as just hindrances
to growth. Manager should try to keep a low profile of the firm, reducing publicity to avoid unnecessary public
attention. Also, it’s his duty to give correct information about the company to public, media, and political parties.
11. Building Human Organization
Manpower is an organization's most valuable resource, and it must be used wisely to ensure the company's
success. Human resources are never included in the organization's control, even though all other resources are.
They cannot be managed through systematic computerized action because they are living beings. A better team,
along with the manager, is the foundation of success, and goals cannot be met if human resources are
insufficiently skilled.
12. Sustaining Leadership Effectiveness
A manager must be able to influence and lead his subordinates. He should inspire his subordinates with his own
set of principles and goals. His abilities lie in persuading others to follow him. A formal degree or knowledge of an
organization is insufficient to propel it forward. It is, however, dependent on a manager's skills and the way he
allocates and controls resources. (Rani, 2022)
 REFERENCES

[1] Rani, S. (2022). Tasks of a Professional Manager. Boddunan.

https://www.boddunan.com/articles/business-finance/20356-tasks-of-a-professional-

manager.html

[2] Vedantu. (2022a, April 27). Evolution of Management Thought.

https://www.vedantu.com/commerce/evolution-of-management-thought

[3] Vedantu. (2022b, April 27). Tasks and Responsibilities of Professional Managers.

https://www.vedantu.com/commerce/tasks-and-responsibilities-of-professional-managers