Wah Engineering College Bachelor of Science

in Chemical Engineering Department of

Chemical Engineering

END SEMESTER PROJECT REPORT

ENGINEERING MANAGEMENT
Submitted to:

Mr. Fazeel Ahmad

Submitted by:
Mustafa Hussnain Qureshi
Registration no:
Uw-16-che-bsc-002
Date of Submission:
st
1 June, 2020

WAH ENGINEERING COLLEGE

UNIVERSITY OF WAH, (WAH CANTT)
Engineering Management June 1, 2020

Contents
1. Training director Duties and responsibilities: ....................................................................... 2
1. A Deep Knowledge of the Business: ................................................................................. 3
2. The Ability to Measure and Assess Staff Training Needs: ................................................. 4
3. Strong Communication and Interpersonal skills: ............................................................... 5
4. A Passion for Continuous Learning: ................................................................................. 5
5. Innovative Thinking: ........................................................................................................ 5
6. Embrace Efficiency: ......................................................................................................... 6
2. Ways to Become a High Value Asset in Your Company: ..................................................... 7
3. Improving Your Performance: .............................................................................................. 7
4. Exceed expectations. ............................................................................................................ 7
5. Prioritize tasks: .................................................................................................................... 8
6. Go the extra mile:................................................................................................................. 8
7. Become a self-starter: ........................................................................................................... 9
8. Be responsible:................................................................................................................... 10
9. Expanding Your Skills: ......................................................................................................11
10. Strive for expert status: ...................................................................................................11
11. Acquire new skills: .........................................................................................................11
12. Learn from a mentor: ......................................................................................................12
13. Build a robust network: ..................................................................................................12
14. Be an active participant in company projects: .................................................................13
15. Pursue formal education: ................................................................................................13
16. Displaying Excellence: ...................................................................................................13
17. Be punctual: ...................................................................................................................14
1. Define your goals and strategy: .......................................................................................15
2. Keep your promises, but be realistic: ..............................................................................15
3. Build trust through your reputation: ................................................................................15
Herzberg’s Motivation Theory model ........................................................................................16
1. Motivating Factors: .....................................................................................................16
2. Hygiene Factors: .........................................................................................................16
References: ...............................................................................................................................18

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How Training director justify his work to top management?

Training director have different roles depending on the company and industry they work in. In
general, they are responsible for teaching and training employees and ensuring that they stay
competent and skilled for their jobs. They also lead and manage the overall department
responsible for employee training

Figure 1: Training Session

1. Training director Duties and responsibilities:

 Evaluate employees and identify weaknesses

 Identify training needs according to needs
 Based on research, plan and implement training programs that will prepare employees for the
next step of their career paths
 Recruit trainers
 Lead, teach, onboard and evaluate new trainers
 Make other trainers' schedules
 Build quarterly and annual training program
 Present all the technical and supply training requirements
 Prepare budget for training programs and workshops
 Encourage employees for training
 Oversee employee attendance and performance
 Track employee success and progress
 Manage the production of program marketing material in collaboration with marketing team
 Communicate all the training programs on a timely basis
 Have a program announcement marketing strategy
 Prepare and deliver training courses
 Bring guest presenters if necessary

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The training and development of employees is crucial to any organisation’s performance. For
businesses, the aim is to gain a competitive advantage. For other organisations you'll want to
improve how you work or obtain better outcomes. Ultimately, all organistions are looking to
optimise their human resources by honing the skills of their workforce.Training is, therefore, a
huge responsibility and needs motivated and skillful individuals to handle it. While there are
many opinions on the efficacy of some training programs, few doubt the necessity of really good,
targeted training.

Training employees is a challenging job though, and whether you’re an independent trainer or
employed with a corporation, trainers and training managers are expected to have a ton of
qualities for the training to be a success. If we were to hone in on the six most desirable qualities
of training managers, however, they would be as follows.

1. A Deep Knowledge of the Business:

A deep and thorough understanding of the business or organisation you are part of is among the
greatest assets that you as a training manager can possess. A good rule of thumb is whether you can
articulate both what your company does and how it does it in a few simple, concise sentences.

Other key areas to be on top of are:

 How your product is bought, sold, and delivered to customers.

 Why your product exists, and what problem it solves.
 How your broader industry operates, the pressures it has, and how it makes money.
 An awareness of the competition and new trends in your line of business

The aim of most corporate training is to maximise company resources and build an efficient and
productive workforce.

Figure 2: Ability to measure

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2. The Ability to Measure and Assess Staff Training Needs:

Awareness of how the training needs of your employees is critical to developing your team.
Professional trainers are expected to conduct a thorough training needs analysis before
undertaking a training assignment, and as a manager, you'll need to as well. This process will
help you determine two things - what needs to be learned by your team, and how to prioritise the
learning. Don't get fixated on the process though! What truly sets a good training manager apart
is her ability to read between the lines and zero in on the essence of a problem.
For example, you may find that you’ve been told employees in a certain division are failing to
meet their goals. The recommendation comes to you that they need to be sent back to basic
training to learn how to do their basic job functions all over again. Even though this example
sounds very specific and it would be easy to take this recommendation unchallenged, this brief is
actually as vague as it gets! A good manager will understand that faltering productivity is just a
symptom. The real problem could be anything -- an inability to focus, a distracting environment,
confusing directions form the team manager, technological challenges, or something else. Real
life is always more complicated, and part of your challenge as a manager focused on the true
training needs of your team will mean you'll need to peel away layers of confusion to get to the
heart of the problem. Don't settle for surface solutions - doing so will just demoralise your team
and prevent discovery and diagnosis of the true problem.

Assessment of training needs is going to require a lot of interaction and input with a department
or employees direct management as well - don't forget to incorporate them into the process.
Developing and publishing your training assessment process is really key as well so everyone
can understand how it works, and in some cases even self assess.

Figure 3: Strong Communication

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3. Strong Communication and Interpersonal skills:

Regardless of whether you conduct your own training programs or not, it is imperative for a
good training manager to be highly efficient in communication of all kinds.

Understanding problems, conveying ideas, conducting training – all of this is carried through
words. If you have trouble communicating, it’s unlikely you'll be able to get your staff properly
motivated, or effectively describe the reasons behind the need for the training you're
recommending to your employees.

But again, while a way with words is a great asset, it is nothing if it’s not tempered with
empathy, rooted in the understanding of how people learn, and backed by good interpersonal
skills. Effective managers should develop their people skills and actually enjoy relating to
people. You should love to talk, interact with people, love listening to their problems, love
coming up with solutions to these problems, and enjoy motivating your students to be better.
It's worth noting that these skills which will help you be a better training manager are also core skills
for any teacher or trainer! In addition to general personal skills, there are some problem solving skills
that will help you develop your team. The ability to break complex ideas down into components that
make for easier understanding, and the ability to draw the best out of your students is core to helping
others learn, and the more you hone these skills, the more you'll be set apart.

4. A Passion for Continuous Learning:

The best learners make the best teachers. A passion for learning reflects in the quality of your
teaching. How can you teach and motivate others if you yourself are lackadaisical about the
process of learning?Besides, learning is a continuous process. Every day around the world
thousands of academic papers are submitted, hundreds of seminars are given, and thousands of
blog posts written discussing new research and insights into age-old management problems. As a
corporate trainer who wants to remain on top of the game you need to keep yourself abreast of
the latest developments in your field. A passion for learning will make this less of a chore and
more of a spirited endeavor.Be an avid reader and draw from all fields (philosophy, human
psychology, sports, nature and wildlife, spirituality, politics -- you get the picture!). That’s the
only way to cultivate a well-rounded understanding of the world we live in. We recommend
loading up an RSS reader with quality reading that you can set time aside to tackle. Twitter is
another good resource to use as you can follow thought leaders and organisations that provide
great insights. Shameless Plug: remember to sign up for our weekly training tips newsletter!

5. Innovative Thinking:

The prospect of attending yet another training session can make anyone, from seasoned corporate
executives to employees who have just started, want to shoot themselves in the head. We've all been
in plenty of repetitive and monotonous training sessions. We've all sat through presentations

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that were boring or were clearly being taught with a minimum of effort by the instructor. Even if
students are excited to explore a topic, a bad training sessions can kill any enthusiasm they may
have had and trainees will soon start zoning out.

But training (even corporate training) doesn’t have to be boring. To keep things fresh and to
maximise your chances of gaining and holding your audience’s attention, try to improvise on
your teaching style. Be different and bold with your training material. Don’t regurgitate old
formats; have fun with different formats of teaching. Draw inspiration from all around you.
Keep things interesting and entertaining for your students. Push the boundaries of creativity and
include newer forms of technology. As mentioned earlier, it helps to have an interest in a wide
range of subjects. That allows you to draw plentiful of unlikely and delightful analogies, and
create interesting (but effective) training material for your students.

6. Embrace Efficiency:

Training budgets are almost never static. They're one of the last things to be increased by
management in response to growth, and they're one of the first things to be cut! Training managers
almost never had the resources they need, whether it's time, money, tools, or buy-in from the rest of
the company. These are the realities of the training business though, and they're not going to change,
so make sure you develop an acute appreciation of and desire for efficiency. Anything that can save
you time or money when delivering the vital education you're responsible for should be examined
and sought after. It might be time to think about researching eLearning software or even more
comprehensive training management software to help you do more with less.

Trainee Managing Director Duties:

The Managing Director (MD) is the most senior role in any company. With ultimate
responsibility for the company’s performance the Managing Director will report in to the
Chairman and shareholders whilst leading a Board of Directors.
Primarily the Managing Director will be responsible for implementing company policy and any
changes to it. As the aims of business are focussed towards growth, profits and increasing
shareholder return it is the responsibility of the MD to ensure that the company strategy is geared
towards this. It is also the role of the Managing Director to convene a Board of Directors and
manage any communication between the Board and the Chairperson/Shareholders.
On a secondary level there are a number of other responsibilities that the Managing Director may
have. The Managing Director will be responsible for representing the company in public at
events or with the press. They will be responsible for leading, coaching and mentoring other
board members and supporting their professional development. The MD will work alongside
other board members to identify operational performance measures and will require an
understanding of finance related issues in order to analyse company performance.

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What Skills are needed in the Managing Director Role?

A typical skill set for a Managing Director would include:
 Visionary leadership
 Ability to motivate a workforce
 Effective management and delegation
 Communication and negotiation
 PR and presentation skills
 Understanding of a multi-faceted business operation
 Strong financial acumen
 Planning and forecasting
 In depth knowledge of markets and changing business environments
 Complex problem solving
 Effective decision making

2. Ways to Become a High Value Asset in Your Company:

3. Improving Your Performance:

Figure 4: Improve your performance

4. Exceed expectations.
At the company you work for, you will have a specific job role and this is how you make the
company money. If you can't do your job well, you will lose customers and you may become a

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liability, meaning that you lose the company money. To ensure you do your job well, you must
learn how to do it to the company's standards. Learn from other employees, get a mentor, enroll
in training courses and be eager to learn as much as you can. The results you get at work are
ultimately what you will be judged on.
 This is the most important part. The whole reason the company employs you is to
perform in this job role. Do it correctly and do it well.
 Self-improvement and networking are important, but if your performance slips
because of them, you won't be doing yourself any favors.
 Think about the company's return on investment (ROI) on you. How much money
are you making for them in relation to your salary? Doing so will help frame your
contributions and help you find ways to increase your measurable value.

5. Prioritize tasks:
Organize your tasks from most critical to least. When you've determined the most important 20
percent of your tasks, mark them separately from the rest. Spend the majority of your time and
effort working on these, leaving the others to be completed quickly when you need to. This will
allow you to do your best work on the most important tasks, rather than spreading yourself thin
over both critical and non-critical tasks.

Figure 5: Prioritize task

6. Go the extra mile:

Valuable employees don't stop working when the clock strikes five o'clock. If you have work to
do on a project, stay later and get what you can done after hours. When you go home, bring your
work with you and get it done around family time. Always be ready to respond to after-hours
emails as well. This extra effort will get you noticed as a hard worker.

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 Understand that this work is not overtime, which requires additional pay, but
simply additional work with no expectation of additional pay.
 Going the extra mile should also apply to the quality of your work. Some people
do a good job and leave it there, whereas others will offer to do extra.
 For example, some employees will offer to mentor, train new employees and
suggest more efficient working procedures. Consider organizing charity and social
events that bring company employees together and contribute to the community.
 Doing so will improve your reputation and the reputation of your company at the
same time.

Figure 6: Go to the Extra mile

7. Become a self-starter:
Companies often want their workers to be "self-starters," and for good reason. Employees who
see problems and take the initiative to fix them save their bosses time and work by not waiting to
be asked to fix that problem. Don't ask for approval before starting additional work or carrying
out a customer request; just do it. If you have an idea of something that could add value to the
company, approach your manager about it.

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Figure 7: Become a self-starter

8. Be responsible:
A valuable employee is one that can be counted on to consistently meet and exceed the demands of
their position and managers. Provide reliable work and consistently meet your deadlines to gain the
reputation of being a responsible employee. Responsibility also extends to your mistakes.

Figure 8: Be Responsible

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9. Expanding Your Skills:

Figure 9: Expand your skills

10. Strive for expert status:

Go beyond being good at your job; be the best at it. If you want to become truly invaluable to the
company, become known as an expert in your field. Learn everything about your role first and
strive to become excellent at every task you are required to do. Then, learn how to perform the
tasks that your coworkers do that relate to your own. Look for extra details or facts that no one
else knows.
 Keep up with industry news by reading trade publications and relevant news articles.
By doing so, you will become the person that everyone comes to for information.
 You can cement your expert status by attaining industry or occupation-specific
certifications, if available.
11. Acquire new skills:
Having a wider skill set can make you more versatile, which can help you branch out in your
current position and remain onboard if the company decides to lay off some workers. Look at
gaining skills that your coworkers have, even if you don't need them for your job. These might
include technical or vocational skills. To make yourself truly valuable, you could even try
learning a second language.
 Just make sure to learn one that might be useful to your company; there's no point in
learning Russian if your company primarily operates in the United States and Mexico.

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12. Learn from a mentor:

Find someone higher up than you in the company and make an effort to connect with them. This
mentor can provide you with deeper knowledge of company operations and advice on how to thrive
as an employee. Working with this person shows your superiors that you have a desire to learn and
grow within the company. It can even get your name out there as an ambitious employee.

Figure 10: Learn from the mentor

13. Build a robust network:

A strong network is a valuable tool that can be used to strengthen your own value at work or
increase your value to a future employer. Work to build up a network with your coworkers and in
other departments at work. You should also look outwardly to clients and other members of your
industry. Make and maintain strong relationships with these people. It's very valuable to be
known as the employee with connections that can be used to solve problems.
 Work to build up your network both inside your company and outside. Attend work
functions, conferences, and industry events to network with professionals in your
industry. Then, be sure to regularly keep in touch with your contacts.
 Provide your contacts with favors without the expectation of having them returned.
This is a good way to solidify your position with them and construct a strong
network that you can use to further your own career.
 Another way to increase the strength of your network is to get published in the
media or industry journals. This will get your name and your company's name out
there, and may lead to greater recognition and increased business opportunities.

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14. Be an active participant in company projects:

Be innovative and bring something new to the company. Come up with new ideas that could
possibly be implemented across the business. Just make sure that you get credit for your ideas.
Otherwise, you may be helping your boss to succeed without moving up yourself.
 Focus on working effectively with your team or group, as these skills are crucial to
displaying management potential and usefulness to the company.
15. Pursue formal education:
Depending on your job, you may find it worthwhile to obtain higher education. For example,
some positions may require a bachelor's degree or graduate degree, meaning that if you want to
move up, you'll have to get the required education. Even if you don't need it for a certain
position, a degree can make you a more competitive applicant for any role. In addition, it can
educate you on how to increase your own knowledge and productivity.
 Make sure to weigh the costs of higher education versus the benefits; you don't want
to be hurt by debt hanging over your head.
 Your company may give allowances for or provide continuing education for its
employees. Talk to your supervisor and/or human resources for more information.
 You can also reduce your cost and time commitment for continuing education by
studying online with a self-paced course. This will allow you to learn without
interrupting your work schedule.

16. Displaying Excellence:

Figure 11: Be Punctual

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17. Be punctual:
If you start work at 9am, it is better to get into work at 8:45am. This way you have time to make
yourself a quick drink and then be ready to start work on time. Time is money and an employee
who turns up late on a regular basis may lose the company money. Ideally, you should arrive and
begin work early, before other employees. Punctuality is the foundation of building trust. Your
goal is to give the impression that you care more about the work you're doing than just fulfilling
the basic requirements of the job.

To be seen by your company and peers as a high value asset involves you doing more than
achieving or exceeding sales targets or generating the most new business quarter after quarter.

Let's start with a definition of a high value asset. It's a person, product or service that plays a
significant and usually visible role in consistently driving an organization's short and long-term
financial success. But remember, high value assets don't perform in isolation. Even the most
productive sales person who posts huge sales based on their skill and drive, seemingly without
the support of other team members, can never act solely on their own.

Likewise, assets such as revenue generating products and services rely on the support of the
organization to be successful. Human or not, every high value asset relies on the support of the
organization. As effective as you feel you may be, it is only your managers, peers and clients
who decide how effective you are. They base their views on how you interact with others in
going about your work, and how you make others feel about themselves and the organization.

Creating sales and profitability are obviously vital to the success of your organization and career.
Your "high-value" role includes your ability to relate on a personal level with your managers,
peers, clients, prospects and vendors.

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Here are five tips on how to become a high value asset to your organization today and down the
road.

1. Define your goals and strategy:

Be clear about your business goals and have a well-defined strategy in place to help you achieve
them. Fully understand your strengths and identify areas that need improvement. Decide whether
to focus on capitalizing on your strengths or working on your weaknesses, or ideally doing both.
Your choice here is best based on your personality, and ability and appetite for taking on new
challenges.

2. Keep your promises, but be realistic:

Ensure that the promises you make to clients and colleagues are realistic. This includes setting
and meeting your own work deadlines, sharing referrals and industry information, and being
punctual and reliable. Go beyond your job description and strive to do better with realistic and
new business ideas that make the process and work environment better for everyone.

Consider personal and external factors that could potentially disrupt your plans. Factor in the
reality of constant change and remain ready to adapt to change, good or bad.

At the same time, get comfortable with the idea of being uncomfortable. This involves taking
calculated risks that have the potential to reward you in proportion to the extent of the risk and
have limited negative implications when they don't work out. Try new things and remember the
adage that insanity is defined as "repeatedly taking the same approach to solving the same
problem and expecting a different result."
3. Build trust through your reputation:

Remember that your most important asset is your reputation and the trust others have in you.

EI (Emotional Intelligence) is the ability to put yourself in the position of others and be empathetic
toward them and their goals. When others sense you are taking their views into account, it helps you
win their trust. Show your genuine interest in others by active listening, sharing ideas and keeping
the good of the entire organization (not just your advancement) top of mind. Don't complain about
other employees or company policy to anyone who will listen. Regardless of your role, choose
appropriate settings and times to voice personal concerns, such as during your review with your
manager or if asked for personal feedback by a member of the management team. This includes
becoming part of an office clique or faction known to hold strong views regarding a particular policy
or person. A group that may be in management's favour one day may be out of favour the next. Try
to avoid office politics. By taking the high road and not siding with one person or group, you will
build your leadership role as a trustworthy and objective team member.

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Herzberg’s Motivation Theory model

Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two factors
that an organization can adjust to influence motivation in the workplace.
These factors are:

 Motivators: Which can encourage employees to work harder.

 Hygiene factors: These won’t encourage employees to work harder but they will cause them
to become unmotivated if they are not present.

What is Two Factor Theory?

Herzberg’s Theory of Motivation tries to get to the root of motivation in the workplace. You can
leverage this theory to help you get the best performance from your team.
The two factors identified by Herzberg are motivators and hygiene factors.

1. Motivating Factors:
The presence of motivators causes employees to work harder. They are found within the actual
job itself.

2. Hygiene Factors:
The absence of hygiene factors will cause employees to work less hard. Hygiene factors are not
present in the actual job itself but surround the job.
The impact of motivating and hygiene factors is summarized in the following diagram. Note that
you will often see motivators referred to as factors for satisfaction, and hygiene factors referred
to as factors for dissatisfaction.

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Examples of motivating and hygiene factors are shown in the following diagram.

Figure 12: Motivating and Hygiene factors

Motivating factors include:

 Achievement: A job must give an employee a sense of achievement. This will provide a
proud feeling of having done something difficult but worthwhile.
 Recognition: A job must provide an employee with praise and recognition of their
successes. This recognition should come from both their superiors and their peers.
 The work itself: The job itself must be interesting, varied, and provide enough of a
challenge to keep employees motivated.
 Responsibility: Employees should “own” their work. They should hold themselves
responsible for this completion and not feel as though they are being micromanaged.
 Advancement: Promotion opportunities should exist for the employee.
 Growth: The job should give employees the opportunity to learn new skills. This can
happen either on the job or through more formal training.
Hygiene factors include:

 Company policies: These should be fair and clear to every employee. They must also be
equivalent to those of competitors.
 Supervision: Supervision must be fair and appropriate. The employee should be given as
much autonomy as is reasonable.
 Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable,
and appropriate relationship should exist between peers, superiors, and subordinates.
 Work conditions: Equipment and the working environment should be safe, fit for
purpose, and hygienic.

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References:

1. Aguinis, Herman; Kraiger, Kurt (January 2009). "Benefits of Training and Development
for Individuals and Teams, Organizations, and Society". Annual Review of Psychology.
60 (1): 451–474. .
2. Bell, Bradford S.; Tannenbaum, Scott I.; Ford, J. Kevin; Noe, Raymond A.; Kraiger, Kurt
(2017). "100 years of training and development research: What we know and where we
should go". Journal of Applied Psychology. 102 (3): 305–323
3. Campbell, J P (January 1971). "Personnel Training and Development". Annual Review of
Psychology. 22 (1): 565–602.
4. Burke, Michael J.; Day, Russell R. (1986). "A cumulative study of the effectiveness of
managerial training". Journal of Applied Psychology. 71 (2): 232–245.
5. Birdi, Kamal; Allan, Catriona; Warr, Peter (1997). "Correlates and perceived outcomes of
4 types of employee development activity". Journal of Applied Psychology.
6. Herzberg, Frederick; Mausner, Bernard; Snyderman, Barbara B. (1959). The Motivation
to Work (2nd ed.). New York: John Wiley.
7. Herzberg, Frederick (1966). Work and the Nature of Man. Cleveland: World Publishing.
8. Herzberg, Frederick (January–February 1964). "The Motivation-Hygiene Concept and
Problems of Manpower". Personnel Administration (27): 3–7.
9. Hackman, J. Richard; Oldham, Greg R. (August 1976). "Motivation Through the Design
of Work: Test of a Theory". Organizational Behavior and Human Performance.
10. Herzberg, Frederick (January–February 1968). "One More Time: How Do Yu Motivate
Employees?". Harvard Business Review.

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