EM - Session 05 - 05052022

Engineering
Management
Class Session 05
05-05-2022
Internal
Types of Plans
 Strategic Plan – covers the major goals of the entire

organization. It is a long-range plan that is normally
initiated by the top level managers
 SWOT Analysis– strategic planning that scans the internal

and external environment factors:
1. Strengths
2. Weaknesses
3. Opportunities
4. Threats
Internal
 Tactical Plan – is concerned in the developing very
detailed strategies about what needs to be done, who
should do it, how it should done. Middle-level managers
often engage in tactical planning
 Operational Plan – is the one that a manager uses to

accomplish his or her job responsibilities. This is developed
to support tactical plans. Usually, it is the lower level
management involved in operational planning. Operational
plan can be single-use plan or ongoing plan.
Internal
 Single-use Plan – are specifically develop to implement
courses of actions that do not recur or repeat.
- Program – integrated plans achieving specific goals
- Project – specific action plan to complete a program
- Budget – plan that explains sources of income and

how much are used for certain activity.
Internal
 Ongoing Plan – are plans that are used repeatedly,
usually focusing on managerial situations.
Policies – broad guidelines for managers to follow in handling

routine management responsibilities.
Procedures – step-by-step directions that explains how

activities or task are to be carried out.
Rules – statements that tell what actions are required and

forbidden.
Internal
 Contingency Plan – involves alternative courses of action
when the original plans that have been developed do not
achieve the goals of the organization.
Time Horizons of Plans

Short-term plans – less than one year
Intermediate-term plans – 1- 5 years
Long-term plans – more than 5 years
Internal
Engineering
Management
Class Session 06
05-12-2022
Internal
Organizational Model
Internal
Organization
Internal
Any collection of persons, materials, procedures, ideas or
facts so
managed & ordered that in each case the combination of
parts makes a meaningful whole that at achieving
organization objectives.
• In other words the process of organization implies the
arrangement of human & nonhuman resources to make a
meaningful whole that accomplishes organizational
objectives.
• Every employee must be informed of what is expected of

him
(responsibility) & what is within his power (authorities), This
is usually found in the "job description".
Internal
1.Line Organizational Model is a very simple
hierarchal structure that could have the CEO over the
Operations Director and the Administrative Director.
Those two are lateral equivalents, meaning they don't
respond to each other but have the same level of
influence in the company's structure. Under each
would be designated area managers each with their
own team. It's very clear that one person is on top with
a flow of delegation and management going down.
This tends to be a more rigid operational model.
Internal
Internal
2. The Functional Organizational Model looks similar to the
Line model except instead of subordinates only reporting to
the manager directly above them, they report to two or
more managers. This model is designed to help keep all
pertinent parties engaged with the right information by
getting all of the information from subordinate employees. It
also prevents over-specialization of any one job to keep the
company nimble in changing times.
Internal
Internal
3. The Line and Staff Model is a structure that functions the
same way that the Line model does except each managerial
level has an added dynamic of its own staff. So directors
report to the CEO but may do so via the CEO's personal staff.
Directors may share a staff that are not the subordinate
teams in the structure but instead support the
administrative needs of the Directors.
Internal
Internal
4. Project-Based Models become much more dynamic
compared to the three varieties of line models defined above.
When any company is highly project-oriented, it usually
designates teams of similar job functions to provide each
team with specialty resources. The resources become
immediately available rather than accessible outside of the
team in a different department. For example, an internet
technology company developing several new software
packages might have a team for each new package that
includes its own set of coders, developers, designers, analysts
and testers.
Internal
Organization
Internal
5. The Matrix Model is the most dynamic operational model
and quite effective for companies that are simultaneously
running multiply product launches, marketing campaigns
and development. Managers oversee the role of their
department leads within a team while keeping a pulse on all
the teams progress. This allows for managers to combine
resources that individual teams might not see in their own
microcosm of the project. For example, a company Matrix
structure might have a Marketing, Operations, Finance and
HR Manager overseeing multiple projects. Each project has
representatives in at least one team. If the marketing
manager sees that Team A and Team C have products that
can be launched as a package, he can direct resources to
leverage budgets and combine graphics and design
resources.
Internal
Internal
The Matrix Organizational Structures
• Attempts to maximize the strengths and minimize the

weaknesses of both the functional and product bases.
• Superimpose a horizontal structure of authority,

influence, and communication on the vertical structure.
• Facilitates the utilization of highly specialized staff and

equipment
Internal
Managers decide how to
 Divide the overall task into successively smaller jobs

 Decide the bases by which to group the jobs
 The appropriate size of the group reporting to each
superior
 Distribute authority among the jobs
• After deciding on the major operating units &

departments the required resources must be acquired &
fitted in the right place.
Internal
• Formal relationship between people in various positions in
theorganization.
• They shown who supervises whom & how various jobs &
departments are linked together to make achieve
coordinated system.
• Main channels of communication (downward, upward ,

horizontal, and diagonal)
Internal
• Organization structure designates formal reporting
relationships, including the number of levels in the hierarchy
and the span of control of managers and supervisors.
• Organization structure identifies the grouping together of

individuals into departments and of departments into the
total organization.
• Organization structure includes the design of systems to

ensure effective communication, coordination, and
integration of effort across departments.
Internal

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Engineering

 Strategic Plan – covers the major goals of the entire

 SWOT Analysis– strategic planning that scans the internal

 Operational Plan – is the one that a manager uses to

- Program – integrated plans achieving specific goals

- Project – specific action plan to complete a program

- Budget – plan that explains sources of income and

Policies – broad guidelines for managers to follow in handling

Procedures – step-by-step directions that explains how

Rules – statements that tell what actions are required and

Time Horizons of Plans

Intermediate-term plans – 1- 5 years

Long-term plans – more than 5 years

• Every employee must be informed of what is expected of

• Attempts to maximize the strengths and minimize the

• Superimpose a horizontal structure of authority,

• Facilitates the utilization of highly specialized staff and

 Divide the overall task into successively smaller jobs

• After deciding on the major operating units &

• Main channels of communication (downward, upward ,

• Organization structure identifies the grouping together of

• Organization structure includes the design of systems to

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