Module Leader

Dr Lorenzo Picinali

+44 (0)20 7594 8158

Learning Outcomes

On successful completion of the module, students should be able to:
  • Recall the principal terminology, concepts and theories of the economic, legal and social environment of work organisations; of key management science theories; of human resource management and of the generation and management of business finance;
  • Identify the key components of organisations and the influences which act upon them, and explain how they might interact to determine effectiveness and performance;
  • Discuss – using appropriate terms and vocabulary – topics concerning management and organisational behaviour and project management within the design engineering domain.
Intellectual skills:
  • Distinguish different management styles and recognise how they contribute to effective management;
  • Make effective recommendations for solving specific management and business problems while accounting for the requirements of sustainability and of corporate responsibility.


Description of Content

To provide design engineers with an understanding of:
  • The structures, processes and financial underpinnings of business organisations.
  • The economic, legal and social environments in which such organisations operate.
  • How management principles and design engineering principles are integrated.
Part 1. Principles of Management
  • Introduction to the course plus the origins and historical development of professional management.
  • Management Control + Job Design Managerial control. The ways in which managers seek to maintain and control — the influence of scientific management, mass production and bureaucracy.. Job design. How should work be allocated? Current issues in the management and the organization of work — the impact of technology. Groups and teams — the quality movement. ISO9000.
  • Motivation + Leadership + Managing Change (People & Ideas) Motivation. Management and motivation – the links between motivation and the economic climate. How can managers motivate their workers? Varieties of motivation theory. Personality and psychometric testing. Leadership. Are effective leaders born or created – or is it just a matter of circumstances? The impact of organisational culture on leadership. Transformational v transactional leadership. Managing change. How can managers influence change in organizations? Current ideas and future trends.
  • Decision Making, decision support and problem structuring Problem analysis and types, risk mitigation, tools and methods. Design as an unstructured problem.
Part 2. Basic Principles of Business
  • Core Business Functions (Planning/Control/Operations), Staff & Line, Core Functions
  • Business Strategy (& Tactics) plus introduction to key Management and Business models and tools Strategy (& Tactics). How do managers determine corporate strategy? How do organisations respond to changing circumstances? The significance of innovation and marketing. High level understanding on how acquisitions work
  • Project management Control of resources, timing, mixed team management, support tools.
  • Financial Management and Operational Control The context of financial management; understanding company financial statements; P&L, Balance Sheets, Cash Flow, costs and budgets and adaptive planning; control tools, funding the business; mergers and acquisitions
Part 3. The World Outside (Contextual and Environmental factors)
  • PESTLE, Globalisation, CSR, Culture, Uncertainty & Risk, Disruptive Technologies. The impact of external and contextual forces on business organisations, scenario planning. Regulatory Assurance. The regulatory framework that governs much industry and how notified bodies police new product launch. Risk analysis. The different ways of performing such a task (FMEA dfmea, ISO 14971). Quality Assurance. How different companies have to have certain things in place to operate in different industries, e.g. ISO 13485, general ISO 9001.
Part 4. Putting it all together
  • Integrating management into the design process and integrating design into the management process. the practical task of costing up a project (cost of man hours, how to cost replenishing initial stock, tooling). Scheduling and how to estimate how long the project will take to launch. Practical part that will help students when they start new co. and need to make a standard pitch for funding – (1) what is the opportunity, (2) how much will it cost, (3) how long will it take and (4) what are the risks to new co. or investor.