Module Details

Module Code: MECH8005
Title: Engineering Management
Long Title: Engineering Management
NFQ Level: Advanced
Valid From: Semester 1 - 2016/17 ( September 2016 )
Duration: 1 Semester
Credits: 5
Field of Study: 5211 - Mechanical Engineering
Module Delivered in: 3 programme(s)
Module Description: This module can be considered as a bridge between Management and Engineering. It provides methods for making people, processes, materials, information, technology, etc. work better together. With a knowledge of engineering, mathematics, business administration and management, it is possible to focus and develop innovative and efficient organisations. The aim of this module is to empower the graduate with the attributes necessary to improve the working environment of people, encouraging communication, morale and leadership.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Demonstrate a personal and professional commitment to society, mechanical engineering and the environment.
LO2 Apply the fundamentals of maintenance management with an understanding of the consequences arising from safety legislation.
LO3 Analyse and evaluate the internal and external business environment of an engineering organisation, explaining the contribution of efficient, effective management to the attainment of organisational objectives.
LO4 Evaluate the contribution of innovation and new product development to business sustainability and development.
LO5 Conduct and interpret managerial analyses of a range of financial data for manufacturing and serviced based business.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
N/A
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
N/A
Co-requisite Modules
No Co-requisite modules listed
Requirements

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
N/A
 
Indicative Content
Professional Engineering Practice
Engineers Ireland. Standards and Routes to Registration. Accreditation. Engineering education. Engineering ethical and legal considerations
Environmental and Safety Management
Environmental management systems. EU Directives. Machinery Directive. Design safety. Safety, Health and Welfare at Work Act. Safety Statement.
Maintenance Management
Business centred approach. Maintenance organisation, workload, administrative and resource structures. Work planning and control. Maintenance performance evaluation.
Human Resources Management
Effective communication. Motivation and leadership. Group behaviour. Team building. Appraisal. Employment Law. Conflict management.
Business Environment
Analyse and evaluate an engineering organisations internal and external business environment and explain the contribution of efficient and effective management to the attainment of organisational objectives. Introduction to Management. Management and the Job of the Manager. The Pioneers of Management. The Business Environment. Analysis Tools: Porter’s Five Forces, SWOT Analysis, Competitive Analysis.
Innovation Management
Evaluate the contribution of Innovation and New Product Development to business sustainability and development. Innovation and Entrepreneurship. Design and New Product Development. Marketing.
Financial Management
Conduct and interpret managerial analyses of a range of financial data for manufacturing and service based business. Role of finance and accounting in business decisions. Sources of finance and link to business decisions. Presentation of financial information. Interpretation and limitations of accounting information. Depreciation and Ratio Analysis. Investment Appraisal:- Defining the investment, tools and techniques.
Module Content & Assessment
Assessment Breakdown%
Coursework100.00%

Assessments

Coursework
Assessment Type Essay % of Total Mark 10
Timing Week 2 Learning Outcomes 1,2
Assessment Description
Assignment on the ethical culture within engineering organisations
Assessment Type Essay % of Total Mark 10
Timing Week 2 Learning Outcomes 3,4,5
Assessment Description
Impact of Business Environments in Engineering organisations
Assessment Type Other % of Total Mark 30
Timing Week 6 Learning Outcomes 1,2,3,4,5
Assessment Description
Assessment on the Role of Safety or corporate culture during organisational development
Assessment Type Other % of Total Mark 50
Timing Week 12 Learning Outcomes 1,2,3,4,5
Assessment Description
Interpretation of the contribution of innovation and risk to efficient financial management
No End of Module Formal Examination
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.

The University reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 4.00 4
Independent & Directed Learning (Non-contact) Non Contact No Description Every Week 3.00 3
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 4.00
This module has no Part Time workload.
 
Module Resources
Recommended Book Resources
  • W. P. Nel. (2012), Management for Engineers, Scientists and Technologists., 3. Juta Academic, p.420, [ISBN: 0702186880].
  • Slack, M. and Lewis, M.. (2006), Operations Management, 2. Blackwell Publishing Ltd, Malden, Mass., [ISBN: 1405110961].
Supplementary Book Resources
  • Jack R. Meredith, Samuel J. Mantel Jr., Scott M. Shafer. (2014), Project Management: A Managerial Approach, 9th. John Wiley and Sons Ltd., p.600, [ISBN: 1118947029].
  • Fledderman, C. B.. (2007), Engineering Ethics, 3. Pearson Education Limited, Indianapolis, [ISBN: 0132306417].
  • Smith, D. J.. (1997), Reliability, Maintainability and Risk, 5. Elsevier Science and Technology, Oxford, [ISBN: 0750637528].
  • Collins, S., Ghey, J. and Mills, G.. (1989), The Professional Engineer in Society, 1. Jessica Kingsley Publishers, London, [ISBN: 1853025011].
  • Martin, J. C.. (1994), Managing Innovation and Entrepreneurship in Technology Based Firms, Edition rev.. John Wiley and Sons Limited, New York, [ISBN: 0471572195].
  • Mazda, F. F.. (1997), Engineering Management, 1. Peason Education Ltd., Harlow, [ISBN: 0201177986].
  • Kelly, A.. (1997), Maintenance Organization and Systems, Edition Reissue. Elsevier Science and Technology, Oxford, [ISBN: 0750636033].
Recommended Article/Paper Resources
  • Ahmet Atak, Sytze Kingma. (2011), Safety culture in an aircraft maintenance organisation: A view from the inside, Safety Science, 49, p.268.
  • Anna Mengolini, Luigi Debarberis. (2012), Lessons learnt from a crisis event: How to foster a sound safety culture, Safety Science, 50, Issue 6.
Other Resources
 
Module Delivered in
Programme Code Programme Semester Delivery
CR_EBIOM_8 Bachelor of Engineering (Honours) in Biomedical Engineering 7 Mandatory
CR_EMECH_8 Bachelor of Engineering (Honours) in Mechanical Engineering 7 Mandatory
CR_EMECE_9 Master of Engineering in Mechanical Engineering 7 Mandatory