Engineering Management: Meeting the Global Challenges 2nd Edition by C. M. Chang, ISBN-13: 978-1498730075

Description

Engineering Management: Meeting the Global Challenges 2nd Edition by C. M. Chang, ISBN-13: 978-1498730075

[PDF eBook eTextbook]

• Publisher: ‎ CRC Press; 2nd edition (June 6, 2016)
• Language: ‎ English
• 576 pages
• ISBN-10: ‎ 1498730078
• ISBN-13: ‎ 978-1498730075

Engineering Management: Meeting the Global Challenges prepares engineers to fulfill their managerial responsibilities, acquire useful business perspectives, and take on the much-needed leadership roles to meet the challenges in the new millennium. Value addition, customer focus, and business perspectives are emphasized throughout. Also underlined are discussions of leadership attributes, steps to acquire these attributes, the areas engineering managers are expected to add value, the web-based tools which can be aggressively applied to develop and sustain competitive advantages, the opportunities offered by market expansion into global regions, and the preparations required for engineering managers to become global leaders.

Table of Contents:

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Preface to the Second Edition
Preface to the First Edition
Acknowledgments
Author
1 Introduction to Management Challenges for Engineers
1.1 Introduction
1.2 Definitions
1.2.1 Management Responsibilities
1.2.2 Type of Work
1.2.3 Chain of Command
1.2.4 Principle of Unity of Command
1.2.5 Efficiency
1.2.6 Effectiveness
1.2.7 Strategic and Operational (Tactical) Decisions
1.3 Employment Trend in Industries
1.3.1 Products versus Services
1.3.2 Major Sectors in Industry
1.4 STEM Professionals as Effective Technical Contributors
1.4.1 Types of Work Done by Technical Contributors
1.4.2 Interaction and Collaboration with Others
1.4.3 Value-Adding Opportunities
1.5 Management and Leadership
1.5.1 Readying Engineers to Accept Managerial Responsibilities
1.5.2 Characteristics of an Effective Engineering Manager
1.5.3 Resources Controlled by an Engineering Manager
1.5.4 Nature of Work by Engineering Managers
1.6 Becoming Effective Managers in the New Millennium
1.7 Conclusions
References
Section I The Functions of Engineering Management
2 Planning
2.1 Introduction
2.2 Types of Planning
2.2.1 Strategic Planning
2.2.2 Operational Planning
2.3 Who Should Do the Planning?
2.4 Inexact Nature of Strategic Planning
2.4.1 Methods Used to Plan Strategically
2.4.2 Technique to Gain Strategic Insights
2.5 Planning Roles of Engineering Managers
2.5.1 Time Management
2.5.2 Projects and Programs
2.5.3 Corporate Know-How
2.5.4 Proactive Tasks
2.6 Tools for Planning
2.6.1 Market Research
2.6.2 SWOT Analysis
2.6.3 Financial What-If Analysis and Modeling
2.6.4 Scenario Planning
2.6.5 Performance Benchmarks
2.6.6 Technology Forecasting
2.6.7 Product Life-Cycle Analysis
2.7 Planning Activities
2.7.1 Forecasting
2.7.2 Action Planning
2.7.3 Issuing Policies
2.7.4 Establishing Procedures
2.8 Some Specific Advice on Planning
2.8.1 Assumptions
2.8.2 Resistance to Change
2.8.3 Benefit versus Cost
2.8.4 Small but Sure Steps
2.8.5 Contingency Planning
2.8.6 Commitment
2.9 Conclusion
References
3 Organizing
3.1 Introduction
3.2 Definitions
3.3 Activities of Organizing
3.4 Organizing One’s Own Workplace for Productivity
3.5 Developing Organizational Structure
3.5.1 Functional Organization
3.5.2 Discipline-Based Organization
3.5.3 Product/Region-Based Organization
3.5.4 Matrix Organization
3.5.5 Team Organization
3.5.6 Network Organization
3.6 Enhancing Corporate Performance by Organizing: Examples
3.6.1 Organizing for Profitability: Service Profit Chain Model
3.6.2 Organizing for High Performance by Using Flexible Structure
3.6.3 Organizing for Innovation
3.6.4 Organizing for Performance at Design–Manufacturing Interface
3.6.5 Organizing for Heightened Employee Motivation
3.6.6 Organizing for Research & Development and Marketing Interface
3.7 Concurrent Engineering Teams
3.7.1 Mutual Trust and Accountability
3.7.2 Team Learning
3.8 Delegating
3.9 Establishing Working Relationships
3.9.1 Role Clarification
3.9.2 Conflict Resolution
3.10 Informal Organizations
3.11 Conclusion
References
4 Leading
4.1 Introduction
4.2 Styles of Leadership
4.3 Leading Activities
4.4 Deciding
4.4.1 Rational Decision-Making Processes
4.4.2 Specific Rational Decision Analysis Tool
4.4.3 Additional Support Tools for Decision-Making
4.4.4 Decision-Making by Gut Instinct
4.4.5 Decision-Making in Teams
4.5 Communicating
4.5.1 Asking
4.5.2 Telling
4.5.3 Listening
4.5.4 Writing
4.5.5 Understanding
4.6 Motivating
4.6.1 Methods of Motivation
4.6.2 Specific Techniques to Enhance Motivation
4.6.3 Innovative Strategies of Worker Motivation
4.7 Selecting Engineering Employees
4.7.1 Selection Process
4.7.2 Soft Skills
4.7.3 Character
4.8 Developing People
4.8.1 Employees
4.8.2 Successors
4.9 Special Topics on Leading
4.9.1 Leading Changes
4.9.2 Advice for Newly Promoted Leaders
4.9.3 Guidelines for Superior Leadership
4.10 Conclusion
Appendices
References
5 Controlling
5.1 Introduction
5.2 Setting Performance Standards
5.3 Benchmarking
5.3.1 Sample Benchmarking Metrics
5.3.2 Limitations of Benchmarking
5.4 Measuring Performance
5.5 Evaluating Performance
5.6 Correcting Performance
5.7 Means of Control
5.8 General Comments
5.9 Control of Management Time
5.10 Control of Personnel
5.11 Control of Business Relationships
5.12 Control of Projects
5.13 Control of Quality
5.14 Control of Knowledge
5.15 Conclusion
References
Section II Business Essentials for Engineering Managers
6 Cost Accounting for Engineering Managers
6.1 Introduction
6.2 Product or Service Costing
6.2.1 Cost of Goods Sold
6.2.2 Traditional Method of Allocating Indirect Costs
6.2.3 Activity-Based Costing
6.2.4 Sequential Steps to Implementation of ABC
6.2.5 Practical Tips for Performing ABC
6.3 Application of ABC in Industry
6.3.1 Application: Manufacturing Operations
6.3.2 Application: Banking and Financial Services
6.4 Risk Analysis and Cost Estimation Under Uncertainty
6.4.1 Representation of Risks
6.4.2 Project Cost Estimation by Simulation
6.4.3 Examples of Input Distribution Functions
6.4.4 Application: Cost Estimation of a Risky Capital Project
6.4.5 Other Techniques to Account for Risks
6.5 Miscellaneous Topics
6.5.1 Economic Quantity of Ordering
6.5.2 Simple Cost-Based Decision Models
6.5.3 Project Evaluation Criteria
6.6 Conclusions
Appendices
References
7 Financial Accounting and Management for Engineering Managers
7.1 Introduction
7.2 Financial Accounting Principles
7.2.1 Accrual Principle
7.2.2 Matching
7.2.3 Dual Aspects
7.2.4 Full Disclosure Principle
7.2.5 Conservatism
7.2.6 Going Concern
7.3 Key Financial Statements
7.3.1 Income Statement
7.3.2 Balance Sheet
7.3.3 Funds Flow Statement
7.3.4 Linkage between Statements
7.3.5 Recognition of Key Accounting Entries
7.3.6 Caution in Reading Financial Statements
7.4 Fundamentals of Financial Analysis
7.4.1 Performance Ratios
7.4.2 Ratio Analysis
7.4.3 Economic Value Added
7.5 Balanced Scorecard
7.6 Capital Formation
7.6.1 Equity Financing
7.6.2 Debt Financing
7.6.3 Weighted Average Cost of Capital
7.6.4 Effect of Financial Leverage
7.6.5 Optimum Leverage
7.7 Capital Assets Valuation
7.7.1 Operations: Assets in Place
7.7.1.1 Discount Cash Flow (Based on WACC)
7.7.1.2 Internal Rate of Return
7.7.1.3 Multipliers
7.7.1.4 Monte Carlo Simulations
7.7.2 Opportunities: Real Options
7.7.3 Acquisitions and Joint Ventures
7.7.3.1 Common Stock Valuation Model (Dividend Valuation Model)
7.7.3.2 Dividend Growth Model
7.7.3.3 Modified Earning Model
7.7.3.4 Equity Cash Flows
7.8 Conclusion
Appendices
References
8 Marketing Management for Engineering Managers
8.1 Introduction
8.2 Function of Marketing
8.2.1 Sales versus Marketing
8.2.2 Marketing Process
8.2.3 Key Elements in Marketing
8.2.4 Marketing Mix
8.3 Market Forecast: Four-Step Process
8.4 Market Segmentation
8.5 Product/Service Strategy
8.5.1 Product/Service Positioning
8.5.2 Product/Service Life Cycles
8.5.3 Product Portfolio
8.5.4 Company Brands
8.5.5 Engineering Contributions to Product and Brand Strategy
8.6 Pricing Strategy
8.6.1 Skimming and Penetration Strategies
8.6.2 Factors Affecting Price
8.6.3 Pricing Methods
8.6.4 Pricing and Psychology of Consumption
8.7 Marketing Communication (Promotion)
8.7.1 Communication Process
8.7.2 Promotion Strategy
8.7.3 Internet-Enabled Communications Options
8.8 Distribution (Placement) Strategy
8.8.1 Types of Distribution
8.8.2 Organizational Structures
8.8.3 Impact of E-Commerce on Distribution
8.9 Physical Evidence
8.10 Process Design
8.11 People
8.12 Customers
8.12.1 Customer Focus
8.12.2 Customer Acquisition in Business Markets
8.12.3 Moments of Truth in Customer Service
8.12.4 Customer Interactions and Loyalty
8.12.5 Customer Feedback
8.13 Other Factors Affecting Marketing Success
8.13.1 Alliances and Partnerships
8.13.2 Organizational Effectiveness
8.13.3 Chasm for Marketing HT Industrial Products
8.14 Conclusion
Appendices
References
Section III Engineering Leadership in the New Millennium
9 Engineers as Managers/Leaders
9.1 Introduction
9.2 Career Path of a Typical Engineer
9.2.1 The Engineer as Technical Contributor
9.2.2 Midlevel Positions
9.2.3 Promotion to Next Level
9.3 Factors Affecting Promotion to Manager
9.4 Factors Causing Engineers to Fail as Managers
9.5 Leaders and Managers
9.6 Leadership Styles, Qualities, and Attributes
9.6.1 Leadership Styles
9.6.2 Emotional Intelligence
9.6.3 Inspirational Leadership Qualities
9.6.4 Leadership Attributes
9.7 Leadership Skills for the Twenty-First Century
9.8 Unique Contributions Expected of Engineering Managers
9.8.1 Technologists as Gatekeepers
9.8.2 Technological Intuition
9.8.3 Technological Innovations
9.9 Career Strategies for the Twenty-First Century
9.10 Take-Charge Formula
9.11 Conclusion
Appendices
References
10 Creativity and Innovation
10.1 Introduction
10.2 Creativity and Creative Thinking Strategies
10.3 Generation of New Products/Services Ideas by the DeepThink Methodology
10.3.1 Background
10.3.2 Question-Based Prompts
10.3.3 Organize VTASI Teams to Bring Forth Creative Ideas
10.3.4 Advantages of Engaging VTASI Teams to Generate New Ideas
10.3.5 Observations and Team Survey Results
10.4 Fundamentals of Innovations
10.4.1 Innovation Value Chain
10.4.1.1 Idea Generation
10.4.1.2 Idea Conversion and Diffusion
10.4.1.3 Manage and Monitor the Value Chain
10.4.2 Innovation Development Processes
10.4.3 Categories of Innovation in Practice
10.5 Innovation Management
10.5.1 Organizational Settings Conducive to Innovations
10.5.2 Business Dimensions to Focus
10.5.3 Best Practices in Managing Creative People
10.5.4 Additional Guidelines for Managing Innovations
10.5.5 Protection of Inventions and Innovations
10.5.5.1 Types of Intellectual Properties
10.5.5.2 Patents
10.5.5.3 Public Disclosures of Potentially Novel Ideas
10.5.5.4 Documentation and Inventorship
10.5.5.5 Safeguard Against the Loss of Intellectual Properties
10.6 Selected Innovation Practices in Industry
10.6.1 Innovation in Communications, Financial, and Technical Business Services
10.6.2 Innovations in Insurance Industry
10.6.3 Innovations in Food Industry
10.6.4 Major Hurdles to Innovations in Health Care
10.7 Conclusions
Appendices
References
11 Ethics in Engineering Management and Workplace
11.1 Introduction
11.2 Ethics in the Workplace
11.2.1 Universal Moral Standards
11.2.2 Engineering Ethics
11.2.3 Management Ethics
11.2.4 Ethics in Business
11.3 Guidelines for Making Tough Ethical Decisions
11.4 Corporate Ethics Programs
11.5 Affirmative Action and Workforce Diversity
11.6 Global Issues of Ethics
11.7 Conclusion
References
12 Operational Excellence
12.1 Introduction
12.2 Tools for Achieving Operational Excellence
12.2.1 Process Standardization
12.2.2 Productivity Enhancement Programs
12.2.2.1 Lean Six Sigma
12.2.2.2 Web-Based Enablers
12.2.3 Emerging Tools
12.2.3.1 Web Services
12.2.3.2 Service-Oriented Architecture
12.2.3.3 Cloud Computing
12.2.3.4 Mobile Computing
12.2.4 Big Data
12.3 Implementation of Operational Excellence
12.3.1 Selection of OE Projects
12.3.2 Financial Viability of Selected OE Projects
12.3.3 Technical Feasibility
12.3.4 Management Commitment
12.3.5 Project Execution
12.3.6 Documentation and Lessons Preservation
12.3.7 Organizational Resizing due to Operational Excellence
12.4 Conclusions
Appendix: “Service” Model
References
13 Globalization
13.1 Introduction
13.2 Global Trends and Commerce
13.2.1 New Trends in Global Market
13.2.2 Multinational Enterprises
13.2.3 Ownership of Global Companies
13.3 United Nations Statistics and Goals
13.4 Great Philosophical Debate about Globalization
13.5 Impact of Catastrophic Events on Globalization
13.6 New Opportunities Offered by Globalization
13.6.1 Adapting to Local Market Differences
13.6.2 Economies of Global Scale
13.6.3 Economies of Global Scope
13.6.4 Location-Based Optimization
13.6.5 Knowledge Transfer across Locations
13.7 Preparation for Globalization
13.7.1 Success Factors for Globalization
13.7.2 Global Virtual Team
13.7.3 Management Style (Most Useful for Global Opportunities)
13.7.4 Strategic Pathways to Globalization
13.7.5 Globalization Mistakes
13.8 Globalization Drivers
13.9 Implementation Issues Related to Globalization
13.9.1 Defender Companies
13.9.2 Explorer Companies
13.9.3 Controller Companies
13.9.4 Integrator Companies
13.10 Quality of Global Leadership
13.11 Production Engineering in a Global Economy
13.12 Job Migration Induced by Globalization
13.12.1 Global Pie Concept
13.12.2 How to Survive White-Collar Migration
13.13 Conclusion
References
14 Engineering Management in the New Millennium
14.1 Introduction
14.2 Future Trends
14.2.1 Customer Focus
14.2.2 Enterprise Resource Planning and Application Integration
14.2.3 Supply Strategy
14.2.4 Knowledge Management
14.2.5 Changes in Organizational Settings
14.2.6 Population Diversity
14.3 Old Economy and Knowledge Economy Companies
14.3.1 Old Economy Companies
14.3.2 Knowledge Economy Companies
14.4 Characteristics of Progressive Companies
14.4.1 Complex Organizational Design
14.4.2 Global Reach
14.4.3 Partnerships
14.4.4 New Composition of Employees
14.4.5 Management Reporting Layers
14.4.6 Customer Sophistication and Demand
14.4.7 Brand Image
14.4.8 Stock Market Valuation
14.5 Transition to the Knowledge Economy
14.5.1 Product Design and Specification
14.5.2 Manufacturing
14.5.3 Management
14.5.4 Various Other Issues
14.6 Personal Strategies for the Future
14.7 Contributions in the New Millennium
14.7.1 Technologies
14.7.2 Innovations
14.7.3 Value Addition to E-Transitions
14.7.4 Customer and Knowledge
14.7.5 Social Responsibility and Leadership
14.8 The Challenges Ahead
14.9 Conclusions
References
Appendix: Selected Engineering Management and Business Cases
Index

What makes us different?

• Instant Download

• Always Competitive Pricing

• 100% Privacy

• FREE Sample Available

• 24-7 LIVE Customer Support