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California State University Northridge

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MSE 608BManagement ofEngineeringProfessional

Professor-Dr MarkRajai

By- Aziz Maredia12/10/2009


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I ndex

1. Course Syllabus.3

2. Homework.....14

3. Individual Research Assignments......30

4. Group Project......39

5. Personality test103

6. Lecture Presentation.......109

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MSE608B MANAGEMENT OF ENGINEERING PROFESSIONALS

Fall 2009, Thursday 7.00 p.m. to 9:45 p.m., Room JD 3502

Instructor Dr. Mark Rajai

Professor of Engineering, Department of Manufacturing Systems Engineering andManagementFaculty E-mail:[email protected]

MSEM Department Office: JD3317

Telephone: (818) 677-5003

MSEM Department E-mail: [email protected]

Office Hours: posted on Office Door

Personal Website: www.iajc.org/mr

Get to

Know

The prof.

In order to be successful in this course, you need to know the professor

background and his expectations for the course. Dr. Rajai is an

internationally known educator and researcher. Simply Google the name

Mark Rajai to read more about the professor previous works and

achievements. Also visit the following Web sites:

www.iajc.org

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www.ijme.us

www.iajc.org/nku click on the In the News and watch the videos

Textbooks 1- Hill, Linda A. Becoming a Manager: How new managers master theChallenges of leadership.Second Edition Harvard Business School Press. ISBN: 1-59139-182-2.

2- Hofstede, Geert & Gert Jan. Cultures and Organizations, Software ofthe mind. Second Edition McGraw Hill. ISBN: 0-07-143959.

3. Supplemental Materials Posted on Blackboard

Additional -- Recommended to enrich your knowledge and professional

portfolio --

Readings

Deeprose, Donna. Recognize Behaviors as Well as

Outcomes and Foster

Intrinsic Rewards, from How to Recognize and Reward

Employees. New York: Amacom, 1994. ISBN 0-8144-7832-8

Longenecker, Clinton O. and Laurence S. Fink. Creating Effective

Performance Appraisals. Industrial Management, September-October

1999.

Sachs, Randi Toler. How to Become a Skillful Interviewer. New York:

Amacom, 1994. ISBN 0-8144-7831-X

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Straub, Joseph T. Appraising Performance, from The

Successful New Manager. New York: Amacom, 1994. ISBN 0-8144-

7834-4

Swan, William S. & Phillip Margulies. Why Managers and

Employees Dread Performance Appraisals, Performance Appraisal

Systems, and What Goes Wrong and Why: Eight Common Appraisal

Errors, from How to do a Superior Performance Appraisal, (includes

Swans model performance appraisal system). New York: John Wiley &

Sons, Inc., 1991. ISBN 0-471-51469-1

Weiss, Donald H. Safe Firing Practices, Safe Discipline and Firing

Practices, Public Policy, and Safe Management of OlderEmployees, from Fair, Square and Legal. New York: Amacom, 1995.

ISBN 0-8144-0253-4

Lectures This is a pilot course from in class to online, so the lectures are

combinations of online and in class presentations. Your feedback are

greatly appreciated. Currently there are 4 online audio lecture

modules on Webct, covering the employment functions of hiring &

retention, performance evaluation, firing, and conflict resolution. We

will have several online meetings throughout the course. To enhancethe course, supplemental materials will be uploaded onto Webct.

Course This course is designed to facilitate the students development of long-

term and

Purpose strategic cognitive and affective capabilities for the effective

management of engineering professionals and their assigned

functions. Pre-requisite: MSE504.

A key attribute of the technical professional is his/her emphasis

on and interest in

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professional values and goals rather than those of an

organization. The technical professional who advances to a

management position must become a leader of technical peers (and,

often, of technical superiors), increasing his/her emphasis on

organizational values and goals, while simultaneously maintainingtechnical peer respect. With managerial responsibility comes the need

for knowledge of functioning within the broader organizational

structure (e.g., the pushing paperwork held in great disdain by most

technical professionals) and the need for accomplishing technical tasks

through others (rather than predominantly on ones own). As one

consequence of these needs, the essence of this course is the creation

of a learning community in which aspiring and current managers of

technical professionals can gain essential knowledge and experiential

skills relevant to the range of organizational responsibilities entailed in

the management of technical professionals, from pushing paper to

hire a technical professional employee, to multicultural technical

professional work group considerations and interactions. Due to the

fact that this course is moving to become an online course,

some self-directed study is essential. The readings and course

tasks are designed to be useful to students as a prospective manager

or to further develop the skills of the current manager.

Course There are three learning activity tracks that run in parallel throughout

this course.

Structure The firsttrack entails presentations and discussions of topics (on

Blackboard) particularly pertinent to the topics of Professional

Management and Managing Engineering Professionals along with

relevant educational material. A secondtrack involves reading

assignments (2 textbooks), lecture modules, supplemental materials.

The thirdtrack is individual and group projects and presentations.

COURSE PROPOSED PLAN

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Notes:

1)Tentative schedule: dates/assignments/topics covered may change as deemed

necessary.

2) Research assignments will be announced as the semester progresses.

3) All course materials are on Webct.

4) Because of university budget cuts, there will be furlough days that wewill not meet in class. These days will be announced in advance

Week Ending Topic Area

Format: Tasks & Assignments

01 Introduction . Welcome message getting acquainted with the

course/instructor

Get familiar with the textbooks &

material posted on Webct.

. Read preface in Hill

02 Social Aspects Hill, Section I.1

of interactions . Lecture Module 1:

Hiring; Supplemental Materials

03 Social Aspects Supplemental

Materials

of Interaction Lecture Modules 1 & 2:

Hiring & Firing

. Hill, Section I.2

04 Social Aspects Lecture Module 2:

Firing

of Interaction . Hill, Section I.3 & Supplemental Materials

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05 Social Aspects Lecture Modules 2

& 3: Firing & Performance Evaluation

of Interaction . Hill, Section II.4

Read Supplemental

Materials

06 Social Aspects . Lecture Module 3:

Performance Evaluation

of Interaction . Hill, Section II.5

.

07 Social Aspects Lecture Modules

3&4: Performance Evaluation & Conflict Resolution

of Interaction . Hill, Section III.6

Read Supplemental

Materials

08 Social Aspects Lecture Module 4:

Conflict Resolution

of Interaction . Hill, Section III.7 ; Read Supplemental Materials

.

09 Dimensions of . Review Lecture Modules 1-4 (throughout

the rest of the semester)

Management Cultures . Hill, Section IV.8



Management Cultures . Hill, Section IV.9

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. Read Supplemental Materials



Management Cultures . Hill, Section V.10

Read Supplemental

Materials



Management Cultures . Hill, Section V.11

13 Dimensions of Final Project Work Session allocated to packaging the

power-point

Management Cultures . Read Hill, Section V.12

14 Presentations Final Project Presentations PowerPoint posted

on Bb

Course wrap-up Formal Report

Write-Up due (soft copy emailed to instructor)

Class critique of the works submitted by all

students

15 Final Presentations

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COURSE EVALUATION COMPONENTS

(Plus/minus grading is used see page 9 for

important information)

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10 % Individual eBook Portfolio Project

10 % Homework Assignments including in Class Assignments30 % Individual Research Assignment (10%) and Presentation (5%)

Group Research Assignment (10%) and Presentation (5%)

35 % Comprehensive Final Team Project Report (25%) and Midterm Presentation

(5%) and Final Presentation (5%)

Team score and Individual Contribution

15 % Notebook (5%) and Class Attendance (5%) and Participation in class/on

Webct (5%)

Letter-Grade Scale:

A 95 90 A- < 95 87 B+

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