Engineering Management: A Systematic Review of Managerial Functions in Different Contexts of Engineering Operations

Abstract

The process of engineering management is a discipline that is concerned with the direct supervision of engineers and the management functions such a planning, organising, leading and controlling with the help of technology to realise organisation objectives. From an engineering perspective, management systems are socio-technical based and, as such, the process combine people, materials, information and technology to execute operations. Engineering is defined in the study as knowledge of the mathematical and natural science gained by study, experience, and practice is applied with judgement to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind. As such, it present engineering managers with unique managerial functions in the perspective of engineering networks and operations, especially in the contemporary business environment. The findings from systematic review of literature noted that the unique nature of engineering require effective and efficient management that relies on intangible engineering know-how, problem solving to execute operation in different business environment.

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Key Words: Engineering management, skills, technology, networks, supervision.

Introduction

Background and Problem Statement

It is generally believed that risk and mismanagement contribute a significant role in the management of engineering programs. When reviewing struggling and failed engineering programs, the risks are always associated with management issues. The concept of engineering management is variously reported in literature across the continuum [1]. The same is also true on international engineering operations. However, a systematic view on the unique nature of management in engineering context is missing. This is especially true with its implications for the design and operations in engineering networks and, as such, needs further exploration.

Network concepts have been studied as systems that require management, especially with their unique practice of engineering operations such as coordination mechanisms, organization structures, and industrial practices [2]. According to Garstenauer, Blackburn and Olson [2], engineering management is largely driven by organizational networks that offer flexibility, reliability, cost efficiency, and learning ability. All these aspects as Hajiyev [3] observe are demanded of engineering operations and are effective for problem solving.

The contemporary development in engineering is employing management networks that are converging to provide an integrating framework that addresses the contextual environments, capabilities, and enabling configurations of engineering operations. However, the existing literature fails to provide a uniform answer on the difference between engineering management and the other framework of management systems. For example, Miller and Lessard [4] describe a potential knowledge of engineering management. The description is made up of three components, the engineering lifecycle, core processes, and enabling processes as core disciplines of engineering management.

The lifecycle issues encompass aspects such as product development, value chain, management, production, and technology processing. On its part, the core process involves program management, systems engineering, and knowledge management. The third aspect as observed by Miller and Lessard [4] is the core discipline. The process includes organizational and workplace design, and more importantly, the economics of engineering. The economics of engineering are made of quantitative methods and models, quality management, and more fundamentally, the development of engineering management professionals [5]. The program's mission is made up of balanced concepts, skills and knowledge. The concept provides the managers with the ability to visualize the entire program, while the skills encompass analytical skills. The knowledge area involves technical and managerial knowledge.

To this end, effective engineering management requires proper understanding of intrinsic requirements of engineering processes. Such processes include intangible know-how, problem solving, and collaboration. However, given the unique nature of engineering, the processes are marred with challenges from the external business environment. The challenges present heavy influence on engineering networks [6].

Research Question

The question to guide this research is, therefore, articulated as follows;

What are the managerial functions in the unique nature of engineering networks and operations in the contemporary business environment?

Literature Review

Engineering Management: Overview

According to the US engineering societies [8], engineering is a profession in which a knowledge of the mathematical and natural science gained by study, experience, and practice is applied with judgement to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind.

On its part, management comprises a set of activities that include planning and decision making, organizing, leading and control that are directed at an organization's resources such as human, financial, physical and informational with the aim of achieving organizational goals in an efficient and effective manner. Thus, engineering management is a phenomenon concerned with the direct supervision of engineers and the management functions such as planning, organizing, leading, and controlling in a technology organization [8].

The Unique Nature of Engineering Management

Technology and business savvy in which engineering framework is premised presents a powerful demand in the business environment. More fundamentally, the market environment is increasingly evolving with the ever changing marketplace complexities, web-based technologies, and globalization. As such, leadership with core competence in technology and management perspectives are needed [9]. Therefore, engineers with proper management and leadership skills present great opportunities to add value. This is because there are various engineering activities that define the significance of management. Such activities include, among others, design and development of products and processes, project engineering and management, value engineering and analysis, technology development and applied R&D both in the laboratory and the field, and more importantly, production and construction.

The view of engineering management reveals that science and engineering arose from the same root. However, engineering diverged to invention and entrepreneurial activities that paid little attention to theoretical truth. Thamhain [10] classifies engineering into engineering as a technology that causes things to come into existence through thinking and problem solving. This is unlike science which derives ideas from observational activities and makes thoughts conform to existence.

Similarly, the Royal Academy of Engineering [11] observes that engineering is different from other curiosity driven science. Instead, it is driven by direct relevance and application for the creating wealth and improve the quality of life. In the philosophy of science, the Royal Academy of Engineering [11] argues that engineering is driven by output, knowledge and drivers. Engineering, as put forward by the Royal Academy of Engineering [11], is different from the philosophy of science concerned with getting the truth while engineering engages with the practical use of knowledge to control the nature. The statements demonstrate that scientists tend to investigate a phenomenon while engineers create solutions to the existing problems. The scientists have to wonder at unforeseen results that provide new and numerous pathways and, as such, never end because it leads to various an answered question. On the contrary, engineering directly serves the process of design and manufacturing, including construction whose purpose is clearly defined. Engineering ends with a specified solution of an existing challenge and may be started with the interests to refurbish the product. The unique nature of engineering management is thus demonstrated by these definitions and the following aspects articulates the true role of engineering manager. Engineering managers, for instance, rely on the intangible engineering knowledge in which they emphasized effective problem solving by valuing the practical use of engineering outputs. Engineer managers also require adaptation and quick response in uncertain working and business environments in which some points, they are required to operate in cross-boundary collaboration.

The Engineering Management of Systems

The engineering systems management deals with various principles. Such principles include, application of theoretical methods employed in design, planning, and operation of management systems [7]. Engineering management is a concept that is socio-technical in nature. For instance, the process combines people, material, and information technology. The industrial engineering is one form management engineering in which various aspects of organizational processes are deployed. The processes, for instance, use information technology and analytical methods that are applied in a wide range of both public and private sectors.

Wang and Lin [12] also share in the same sentiments alluded above, that management engineering deals with issues that encompass systems. With the management systems, the engineers apply optimization, statistical analysis, and computer simulation as forms of analytical methods to engage people in the decision making process, design platforms for information and material flow, work operations, and logistics supply chains. Managers use management systems such as databases and other decision support platforms such as computing and information technology to improve business decision making processes.

From the sentiments put forward in regard to engineering management systems, various functions of managers in the context engineering emerge. The functions, according to Daniel L. Wang and Lin [12] include, planning, organizing, leading, and controlling. In the context of planning, engineering managers are required to engage in forecasting, setting objectives, action planning, administering policies, establishing procedures while organizing encompasses the aspects of organizing a workplace, selecti...