For courses in Technology Management, Engineering Management, or Introduction to Engineering Technology.

Managing Engineering and Technology is designed to teach engineers, scientists, and other technical professionals the basic management skills they will need to be effective both as they transition into management and throughout their careers. To build that expertise, Managing Engineering and Technology provides readers with the foundations of engineering management in five parts; Introduction to Engineering Management, Functions of Technology Management, Managing Technology, Managing Projects, and Managing Your Engineering Career.

Dr. Lucy C. Morse recently retired as an associate professor in the Department of Engineering Technology in the College of Engineering and Computer Science at the University of Central Florida (UCF).  She was both the Coordinator for the Bachelor of Science in Engineering Technology program and Director of Engineering Technology at a Distance, a program focused on using advance learning technologies to deliver engineering technology degrees to students on and off campus.  Currently she teaches engineering management as an adjunct for UCF and NTU/ Walden University.  She was the first woman to obtain a doctorate in engineering at UCF, receiving a PhD from the Department of Industrial Engineering in 1987.  In the early 90’s Dr. Morse served as a Program Manager at the National Science Foundation in the Engineering Directorate.

In 2002 she was named a Faculty Fellow to the UCF Academy for Teaching, Learning and Leadership; she was named a Fellow in the University’s Teaching and Learning Center in 2005. Dr. Morse is a Fellow in the American Society for Engineering Education (ASEE), and has served as an examiner for the national Malcolm Baldrige Quality Award and the Florida Sterling Award. Her experience in management came through her leadership roles in national and local volunteer organizations before she returned to engineering graduate school.  Dr. Morse has lectured on engineering management, quality management and distance learning education throughout the continental U.S. as well as in Spain, Romania, Ukraine, Germany and Antarctica.

Daniel L. Babcock began his career as a chemical engineer, earning a BS at Penn State and an SM at MIT.  He then served three years as a USAF officer in development testing, three years as a chemist and technical writer for a silicone chemical manufacturer, and three years abstracting progress in solid propellant rocket development on a U.S. government contract.  Next, he spent seven years with North American Rockwell Corporation coordinating development and integration of solid and small liquid propellant rocket motors into the Apollo Command and Service Modules, engine with a leave to complete a Ph.D. in Systems Engineering Management at UCLA in 1970.

Dr. Babcock then accepted a position as Associate Professor (later Professor) of Engineering Management at the University of Missouri-Rolla (no Missouri University of Science and Technology).  When assigned the introductory course in engineering management he found many fine textbooks in business management as well as some confined to specific technical areas (managing research, production, or projects), but none that included topics broadly needed in managing technology — dependent departments and companies.  Dr. Babcock began to supplement the assigned management textbook with handouts for his students on areas of his experience, such as project management, quality assurance, and reliability engineering.  He later outlined what he thought a more comprehensive text on Managing Engineering and Technology should include, and began to write one with encouragement from Prentice-Hall.  With publication of the 1st (1991) and 2nd (1996) editions, however, Dr. Babcock retired from teaching.  He has since been pleased to have Dr. Lucy Morse as his co-author to keep the book current and timely through its 3rd, 4th, 5th, and (now) 6th editions.

William J. Schell IV is Associate Professor of Industrial and Management Systems Engineering in the Norm Asbjornson College of Engineering and Associate Director of the Montana Engineering Education Research Center at Montana State University. Schell earned his Ph.D. in Industrial and Systems Engineering — Engineering Management from the University of Alabama in Huntsville. His undergraduate and graduate teaching covers a wide array of topics including courses in quality, engineering statistics, and project and engineering management. His research focuses on the role of leadership in process improvement and engineering education and includes NSF supported work to understand leadership development in undergraduate engineers. Schell’s research program has resulted in over 50 peer reviewed publications and includes best paper awards from the Engineering Management Journal and the American Society for Engineering Education. Prior to joining the faculty, Schell’s industry career spanned fourteen years including executive positions in technology and engineering management with American Express, Wells Fargo, and PrintingforLess.com. He is an elected Fellow of the American Society for Engineering Management, serves as Associate Editor for the Engineering Management Journal, and is a registered Professional Engineer, certified Six Sigma Master Black Belt, and Certified Professional Engineering Manager.

Part I Introduction to Engineering Management

Chapter 1 Engineering and Management

Preview

Learning Objectives

Engineering

Management

Engineering Management: A Synthesis

Discussion Questions

Sources

Statistical Sourcebook

Chapter 2 Historical Development of Engineering Management

Preview

Learning Objectives

Origins

The Industrial Revolution

Management Philosophies

Scientific Management

Administrative Management

Behavioral Management

Contemporary Contributions

Discussion Questions

Sources

Part II Functions of Technology Management

Chapter 3 Leading Technical People

Preview

Learning Objectives

Leadership

Motivation

Motivating and Leading Technical Professionals

Discussion Questions

Sources

Statistical Sourcebook

Chapter 4 Planning and Forecasting

Preview

Learning Objectives

Nature of Planning

The Foundation for Planning  

Some Planning Concepts  

Forecasting

Strategies for Managing Technology  

Discussion Questions

Problems

Sources

Statistical Sourcebook

Chapter 5 Decision Making

Preview

Learning Objectives

Nature of Decision Making

Management Science

Tools for Decision Making

Computer-Based Information Systems  

Implementation

Discussion Questions

Problems

Sources

Chapter 6 Organizing

Preview

Learning Objectives

Nature of Organizing

Traditional Organization Theory

Technology and Modern Organization Structures  

Teams

Discussion Questions

Sources

Chapter 7 Some Human Aspects of Organizing

Preview

Learning Objectives

Staffing Technical Organizations  

Authority and Power  

Delegation

Committees

Teams

Discussion Questions

Sources

Statistical Sourcebook

Chapter 8 Controlling

Preview

Learning Objectives

The Process of Control  

Financial Controls  

Human Resource Controls  

Discussion Questions

Problems

Sources

Part III Managing Technology

Chapter 9 Managing Research and Development

Preview

Learning Objectives

Product and Technology Life Cycles  

Nature of Research and Development  

Research Strategy and Organization  

Selecting R&D Projects

Making R&D Organizations Successful  

Creativity, Innovation, Entrepreneurship  

Discussion Questions

Problems  

Sources

Chapter 10 Managing Engineering Design

Preview

Learning Objectives

Nature of Engineering Design

Systems Engineering/New Product Development  

Concurrent Engineering

Control Systems in Design

Design Criteria

Other Criteria in Design

Discussion Questions

Problems

Sources

Chapter 11 Planning Production Activity

Preview

Learning Objectives

Introduction

Planning Manufacturing Facilities  

Quantitative Tools in Production Planning  

Production Planning and Control  

Manufacturing Systems

Discussion Questions

Problems

Sources

Chapter 12 Managing Quality and Production Operations

Preview

Learning Objectives

Assuring Product Quality

Total Quality Management

Productivity

Maintenance and Facilities (Plant) Engineering  

Other Manufacturing Functions

Discussion Questions

Problems

Sources

Chapter 13 Engineers in Marketing and Service Activities

Preview

Learning Objectives

Marketing and the Engineer

The Process of Marketing

The 4PS of the Marketing Mix

Marketing and Engineers–Partnerships, R&D, and Technical Sales  

Engineers in the Service Economy

Discussion Questions

Sources

Part IV Managing Projects

Chapter 14 Project Planning and Acquisition

Preview

Learning Objectives  

Characteristics of a Project  

The Project Proposal Process  

Project Planning Tools  

Monitoring and Controlling  

Discussion Questions  

Problems

Sources

Chapter 15 Project Organization, Leadership, and Control

Preview

Learning Objectives

Project Organization

The Project Manager  

Motivating Project Performance  

Types of Contracts

Discussion Questions

Sources

Part V Managing Your Engineering Career

Chapter 16 Engineering Ethics

Preview

Learning Objectives

Professional Ethics and Conduct

Engineering Codes of Ethics

Corporate Codes of Ethics

Ethical Problems in Consulting and Construction  

Ethical Problems in Industrial Practice  

Summary: Making Ethical Decisions  

Discussion Questions

Sources

Case Study Websites

Chapter 17 Achieving Effectiveness as an Engineer

Preview

Learning Objectives

Getting off to the Right Start

Charting Your Career

Communicating Your Ideas

Staying Technically Competent  

Professional Activity

Diversity in Engineering and Management  

Management and the Engineer  

Managing Your Time

Discussion Questions

Sources

Chapter 18 Globalization and Challenges for the Future

Preview

Learning Objectives

Globalization

Engineering Grand Challenges

Future Considerations in Engineering and Management  

Discussion Questions

Sources

Global Websites

Index