Management and Leadership for Engineers

This subject has the following teaching availabilities in 2016:

200 hours

Admission into 761EM Master of Engineering Management OR admission into the 532PM Master of Engineering Project Management.

Students cannot enrol in and gain credit for this sujbect and MGMT90004 Organisational Behaviour or MCEN90010 Finance & Human Resources for Engineers.

For the purposes of considering request for Reasonable Adjustments under the Disability Standards for Education (Cwth 2005), and Student Support and Engagement Policy, academic requirements for this subject are articulated in the Subject Overview, Learning Outcomes, Assessment and Generic Skills sections of this entry.

It is University policy to take all reasonable steps to minimise the impact of disability upon academic study, and reasonable adjustments will be made to enhance a student's participation in the University's programs. Students who feel their disability may impact on meeting the requirements of this subject are encouraged to discuss this matter with a Faculty Student Adviser and Student Equity and Disability Support: http://services.unimelb.edu.au/disability

AIMS

This unit is for students to develop themselves through a better understanding of the theories important to engineering leadership and management practice. The focus of the unit is to integrate leadership and management theory and practice in the context of the real life professional engineering role in organisational and industrial settings.

INTENDED LEARNING OUTCOMES

At the completion of this subject, students are expected to:

1. Have developed an appreciation and understanding of management skills needed by engineers to better develop and manage the implementation of solutions
2. Be able to understand the consequences of the above solutions and their implementation on an organization’s financial, physical and human resources
3. Have enhanced their management skills such as communication, negotiation, staff motivation, and development and performance management so they can execute the above solutions through others.

• Personal diary, weeks 1 to 10 (10%), assesses Intended Learning Outcome (ILO) 1
• Class attendance and engagement, all tutorials (5%). assesses ILOs 1 and 2
• Group assignment of 2,500 words and oral presentation weeks 7 to 12 (25%), assesses ILO 2
• One three hour end of semester examination (60%), assesses ILOs 1, 2 and 3.

TBA

Schermerhorn, Davidson, Poole, Woods, Simon and McBarron, Management, 5th Asian-Pacific Edition, (2014) Wiley.

This subject is not available as a breadth subject.

After completing this unit the student is expected to -

• Understand different roles and role expectations of engineers and managers
• Understand the purpose of management
• Apply key management and leadership concepts and techniques that relate to communication, negotiation, staff motivation, development and performance management in an engineering context
• Identify and execute the activities involved in the planning, organising and controlling functions of management
• Understand the importance of interpersonal communication and how this influences relationships
• Identify their own psychological and emotional responses to stressful organisational contexts and to better manage these responses
• Understand how different leadership and management practices shape an organisation's performance culture
• Understand the difficulty of attributing business success to any single management activity, and demonstrate an ability to analyse complex business problems; and communicate these ideas in a coherent and critically aware manner to key stakeholders
• Better integrate 'self' into the team management and leadership processes of an organisation.

LEARNING AND TEACHING METHODS

In this subject, these skills will be developed through an integration of theory and practice, using case studies to illustrate situations that confront professional engineers.