Swinburne University of Technology - Melbourne Australia
Future Students - Courses
Duration
Contact Hours
Campus
Prerequisite
Corequisite
1 Semester
90 hours
Hawthorn
100 credit points
Nil
Credit Points: 12.5 Credit Points
A unit of study in the Associate Degree in Engineering
During the course, we aim to: Provide a foundation engineering management skill set to prepare candidates for their professional careers Begin the preparation of engineering students for a world in which successful engineering requires more than the straight-forward solution to clean-cut problems and demands the exercise of broad-based knowledge, skills and judgement Introduce the multi-disciplinary nature of management and the profession of engineering. At the end of this unit students will be able to: Recognise and assess management processes and their evolution over time Evaluate how managers support the achievement of organisational goals through applying knowledge of environment and internal culture Explore organisational social responsibility and managerial ethics Recognise problems resolved by managers through decision making and apply structured decision-making processes Employ planning processes and goal setting to achieve superior performance Evaluate the strategic management of human resources to enhance workforce effectiveness Recognise the need for effective career management and develop a career plan Compare alternative approaches to motivation of work team members Understand the nature of leadership, its application to situations and the challenge posed by the need for innovation. Explain the nature and types of managerial communications and their associated communications channels Recognise the underlying importance of group dynamics to effective leadership Apply basic management skills to effectively manage themselves, time, deadlines and their contribution to team based activities. Appraise the environmental sustainability challenges confronting engineers Recognise and assess key future direction scenarios for coping with environmental degradation Critically evaluate a chosen Australian sustainability case study Create a formal Brief for executive management on a sustainability issue Recognise community risk created by engineering endeavour and select appropriate risk minimisation strategies
Lectures,Tutorials and Assignments
Assignments (40%), Examinations (40%), Participation (20%) Actual allocation of marks will be specified in the Unit of Study Outline.
Students are expected to enhance several of their graduate attributes during this unit and should consult with your lecturer if not clear as to how this unit achieves this. The graduate attributes which relate to this unit help to produce students who: Are capable in their chosen professional, vocational or study areas Operate effectively in work and community situations Are adaptable and manage change Are aware of environments in which they will be contributing In addition to the Swinburne generic attributes, this unit is also expected to enhance skills recognised by the Institution of Engineers (Australia), specifically: Ability to apply knowledge of basic science and engineering fundamentals Ability to communicate effectively, not only with engineers but also with the community at large Ability to understand problem identification, formulation and solution Ability to utilise a systems approach to design and operational performance Ability to function effectively as an individual and in multi-disciplinary and multicultural teams, with the capacity to be a leader or manager as well as an effective team member. Understanding of the social, cultural, global and environmental responsibilities of the professional engineer, and the need for sustainable development Understanding of professional and ethical responsibilities and commitment to them Expectation of the need to undertake lifelong learning, and capacity to do so
• Engineer and Society (24%): Australian industrial society, national technical-scientific policies, engineer and society, environment, sustainability and community, engineer as a change agent in OH&S innovation and competition, engineering ethics, professional practices, organisations and societies. • Introduction to Engineering Management (16%): Evolution of engineering management thought, functions of technology management, managing technology and its elemental parts, engineering management processes. • Managing People (25%): Engineering supervision and management, decisions, orders and instructions, authority, responsibility and delegation, accountability in areas of engineering endeavour. Division of work: organisation principles, objectives and structure. Design of technical organisations for engineering projects and enterprises. Power and influence in organisations: politics stake-holders, pressure groups, group dynamics, group motivation and morale. • Organisation Behaviour (35%): Attitudes, motivation, leadership and morale within technical teams. Organisation culture, change and group dynamics. Organisation for OH&S. Interpersonal skills: self awareness, listening, goal setting, providing feedback, running meetings, delegating, persuading, politicking, coaching, team building, conflict management, resolving conflicts.
Robbins, Bergman, Stagg & Coulter, Management, Prentice Hall Aust, 2002.
Bartol, M, Tein & Matthews, Management: A Pacific Rim Focus, Irwin McGraw-Hill, 2001.
