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Managing Engineering and Technology Sixth Edition Morse and Babcock. Managing Engineering and Technology Sixth Edition Morse and Babcock. Historical Development of Engineering Management Chapter 2. Chapter Objectives. Describe the origins of engineering management

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Managing engineering and technology sixth edition morse and babcock

Managing Engineering and Technology Sixth EditionMorse and Babcock

Managing engineering and technology sixth edition morse and babcock1

Managing Engineering and TechnologySixth EditionMorse and Babcock

Historical Development of Engineering Management

Chapter 2

Chapter objectives

Chapter Objectives

  • Describe the origins of engineering management

  • Identify the different basic management philosophies

  • Discuss the future issues that will affect the continued development of engineering management

Ancient egyptians

Ancient – Egyptians

  • 4000 – 1600 B.C.

  • Used managerial principles

  • Built pyramids

  • Used job descriptions

Ancient military

Ancient – Military

  • 300 B.C.

  • CyrusUse of staffRecognized use of order and division of work

  • Alexander the GreatDistinction between line and staffUsed discipline and delegation

Ancient romans

Ancient – Romans

  • 284 B.C.

  • Estate and farm management

  • Emphasis on personnel selection and placement

  • Known for building roads, bridges, and water management

Medieval period

Medieval Period

  • Four centuries of Dark Ages

  • No books on management written

Origins arsenal of venice

Origins – Arsenal of Venice

  • Early 1400s

  • Manufacturing

  • Numbering of inventory parts

  • Standardization of parts

  • Assembly line

Industrial revolution 1750 1800

Spinning Jenny

Water Frame


Power Loom

Power Loom

Chlorine Bleach

Steam Engine

Screw-cutting Lathe

Industrial Revolution1750 – 1800

Industrial revolution problems of the factory system

Industrial RevolutionProblems of the Factory System

  • Recruiting/Training Workers

  • Explosive Growth in Mill Towns

  • Supervisors, No Background

  • Upper Management, Sons or Relatives

Management philosophies

Management Philosophies

  • Scientific

  • Administrative

  • Behavioral

Scientific management

Scientific Management

Frederic W. Taylor: (1856–1915)Father of Scientific Management

  • Time and Motion Studies

  • Believed in selecting, training, teaching, and developing workers

Scientific management1

Scientific Management

Frank B. Gilbreth: (1868–1924) Devised a system for classifying hand motions into 17 basic divisions Therbligs

Lillian Moller Gilbreth: (1878–1972) First Lady of Management

Scientific management2

Scientific Management

  • Replaced old rule of thumb

  • Believed in selecting, training, teach and developing workers

  • Time Study

  • Standards planning

Administrative management

Administrative Management

  • Henri Fayol

  • Max Weber

Henri fayol 1841 1925

Henri Fayol 1841–1925

  • Engineer

  • Developed 14 “General Principles of Administration”

  • Divided management activities into five divisions



  • Planning

  • Organizing

  • Command

  • Coordination

  • Control

Administrative functions of managers

AdministrativeFunctions of Managers

  • Planning

  • Organizing

  • Staffing (included in organizing)

  • Leading

  • Controlling

Comparison fayol and taylor

Comparison:Fayol and Taylor

  • Both referenced functional specializationFayol – principles of managementTaylor – secure efficiencies

  • Both emphasized “one best way”

Administrative management1

Administrative Management

  • Max Weber (1864–1920): Major influence in a classical organizational theory

    • Division of labor

    • Hierarchy of authority

    • Employment based on expertise

    • Inflexible

    • Rigid

    • Impersonal

Behavioral management

Behavioral Management

  • Hawthorne Studies

  • Abilene Paradox

  • Maslow

Behavioral management hawthorne studies 30s

Behavioral Management: Hawthorne Studies – 30s

  • Original intent was find the level of illumination that made the work of female coil winders, relay assemblers, and small parts inspectors more efficient.

  • Conclusion – persons singled out for special attention perform as expected

Behavioral management abilene paradox

Behavioral Management: Abilene Paradox

Failing to manage agreement effectively

Behavioral management maslow 60s

Behavioral Management: Maslow – 60s

  • Hierarchical theory of human needsBiological / Physiological NeedsSecurity / Safety NeedsSocial NeedsEgo NeedsSelf-actualization Fulfillment

Contemporary management issues challenges

Contemporary Management Issues: Challenges

  • Quality and Productivity

  • Customer Focus

  • Information Technology

  • Project Management

  • Globalization

  • Management Theory and Leadership

Contemporary management applied perspectives

Peter Drucker

Peter Senge

Steven Covey

Tom Peters

Scott Adams

Michael Porter

Jim Collins

Thomas Friedman

Contemporary Management Applied Perspectives

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