Engineering Management Report: Aztec Company Analysis and Strategies

This report provides an in-depth analysis of engineering management practices, focusing on conflict resolution, project management, and leadership strategies within Aztec Engineering. It begins with an executive summary and an overview of Aztec Engineering, highlighting its organizational structure and alignment with management principles. The report examines the company's adherence to the 14 Principles of Management, as assessed through survey results, with a focus on areas like distributed leadership, integration of effort, and customer value. The analysis delves into specific survey results, interpreting the company's performance against each principle and identifying areas for improvement, such as distributed leadership and cross-cultural awareness. The report also emphasizes the company's strengths, including its approach to integrating employees, maintaining high standards, and managing time effectively. The report concludes by connecting these practices to the Australian Engineering Competencies, demonstrating how Aztec Engineering aligns with industry standards and the importance of its practices in fostering a successful and sustainable business model.

Running Head: ENGINEERING MANAGEMENT 1
Engineering Management
Student’s Name
Institution
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Executive Summary
The report below will discuss and analyze the strategies for management of control and
conflict within organizations with the focus on reasons and types of conflicts the resolution
strategies set to tackle these conflicts, as per the survey results. It will also look at the tools and
techniques used in managing a medium-sized engineering project and the roles and
responsibilities of the top, middle and first-line managers about conducting the planning,
organizing, controlling and directing functions of management. The paper aims to look at all the
aspects by considering the Australian Engineering competencies as per survey results.

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Organization
The organization used in this particular work is Aztec Engineering Company
Assessment against the 14 Principles of Management
Alignment –the alignment of employee behavior with the set of articulated company values, for
example, most of the workers we hire are usually aligned with our value of offering quality
standard artistry hence having a genuine interest to work with us and ultimately fostering loyalty
and exemplary performance, according to survey data collected.
Distributed leadership – At Aztec, according to the survey, most days to day operations have
been devolved to lower management along with accountability and responsibility within the
agreed realms of control. This has enabled the senior management to concentrate on creating
opportunities for business growth and development that cater for the company's medium and
long-term goals.
Effort Integration – the survey shows that Aztec ensures that the company integrates its values,
activities, and goals with those of suppliers and customers thus making the relationship like a
partnership, ultimately creating avenues for the coordination of supply and optimization of
investments which allows the end user to enjoy a high level of features per unit price.
Out Front – Aztec has invested heavily in technology as it is crucial in supplying with
information that enables the company to achieve and maintain international standards. The
survey shows that Aztec is a benchmark leader in observing environmental policy and practice,
and the company is reputable for outstanding supplier partnership development and industry
standards.

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Up Front – Aztec’s management believes that honesty is pivotal in fostering trust among
customers, partners, and other stakeholders and as a result transparency is highly insisted on by
both the management and other employees, which is indicated by the results of the survey.
Resourcing the medium term – The management at Aztec has resolved to delegate most
operational duties to middle managers and helps in allocating the executive management with
ample time to plan for the future according to the survey. Senior management is comprised of
visionary individuals who will cut operational costs of short and medium-term operations if it
means better opportunities for long-term goals.
Time-Based – The senior management understands the importance of time, and more often than
not, strategic plans are with the aim of reducing the time used during, production, precision, and
delivery of items and services, ergo, improving quality, costs and flexibility. All this is
demonstrated in the survey.
Bias for Action – Aztec strives to stand out of the rest by ensuring that no time is wasted
between formulating ideas and strategies and executing them. The management tries its best to
execute sensitive and complex change management plans appropriately, which is evidenced by
the survey results.
Learning Focus –from the survey, learning is a critical attribute of performance employees.
Aztec encourages its employees to share knowledge amongst each other to increase performance
and improve the process and ultimately secure future firm's prosperity.
Discipline – Aztec maintains and follows a high degree of standardization of work processes and
all the employees adhere to workplace rules, norms and cultures. This is important in

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maintaining order in the organization. From the survey, it is evident that the issue of discipline
cannot be shunned in organizations.
Measurement/Reporting and Publication – according to the survey, Aztec keeps regular
records and measurement of the company’s financial stand-points and performs regular checks of
the no-financial parameters of the company such as the operational, organizational and
technological systems.
Customer Value – Aztec makes it a priority to provide the best customer service in the game.
The feedback mechanism shows that most customers are happy with the service delivery and the
company always tries to improve customer value by forecasting changes I customer needs and
suggesting options which can be realized from the survey.
Capabilities creation – regardless of tough financial times, corporate or departmental
restructuring, during market downturns and cost-reductions exercises such as downsizing, and as
per the survey, Aztec doesn't compromise on the capabilities it has, that is offering high-quality
services and artistry.
Micro to Macro – Aztec’s employees understand that no matter their place in the chain of
command, their roles are also crucial to achieving the ultimate goals. From the survey, there are
all indications that employees work together to realize the big picture.
Sustainability and Internationalization
Aztec notably utilizes the internalization theory to keep the cash, workforce, and resources
flowing within the organization (Forsgren, 2015). From the survey, I discovered that Instead of
hiring outside workers to clear out construction debris, the company collects the debris and

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recycles and manufactures products for future use hence saving and developing business growth
at the same time.
1. Company Background/ Description
Aztec Engineering is a collaboration of experience manager with extensive experience
and background in the construction and civil engineering industry. From or the headquarters in
Brisbane, Aztec offers a service where value, quality, and efficiency are our key fundamentals.
Contact person- Head of the human resource at Aztec Engineering Solutions.
2. Survey Results
Principle 1: Alignment: from the survey, the results show that the company has done well in
aligning the behaviors of the employees with the values of the company.
Principle 2: Distributed Leadership: When it comes to distributive leadership, it is apparent
that the company has done well.
Principle 3: Integration of Effort: According to the results, the company is interested in
meeting the needs of the company rather than just providing leadership.
Principle 4: ‘Out-Front.': The company has done a recommendable job when it comes to
ensuring that standards and practices are at their best.
Principle 5: ‘Up-Front.': Openness in the company is a virtue that the company holds dearly
and that is evident by looking at the results of the survey.
Principle 6: Resourcing the Medium Term: The Company has been able to make sure that it
maintains balance when it comes to issues that might affect the operations of the company.

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Principle 7: Time Based: When it comes to the way that the organization manages its time, it is
apparent that the company values time and does not engage in time-wasting activities.
Principle 8: Bias for Action: The implementation of the ideas and strategies by the company is
not affected by biases rather than facts and effectiveness of the ideas.
Principle 9: Learning Focus: The Company has done well in bringing employees on board.
Such has been made possible through continuous learning processes and programs.
Principle 10: Discipline: When it comes to procedures and policies, the company knows the
value of having an organization where there are stable policies. Therefore, the company ensures
that there are policies and they are aimed at governing and leading the employees.
Principle 11: Measurement/Reporting and Publication: The Company makes sure that there
are measures in place which are aimed at motivating the employees to be effective in their
operations.
Principle 12: Customer Value: A customer is a significant stakeholder. The company looks
after the needs of the customer by ensuring that value for the customer is enhanced at all time.
Principle 13: Capabilities Creation: The Company is one the frontline in ensuring that the
employees are motivated to be effective. Such is evident through the performance of the
company in the survey that was conducted.
Principle 14: Micro to Macro: The Company has made sure that employees are aware of the
significance of their contributions towards making the company a success. The company has
been able to achieve that by appreciating and empowering the employees.
Interpretation of the report

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The report shows that the company is doing all it can to ensure that its management practices
are in line with the desired goals. By looking at the way the company has performed on the
fourteen principles of management, it is apparent that the company is embracing the Australian
Engineering Capabilities (Daft, R., & Marcic, D., 2016). This is evident by looking at the areas
that the company is doing and some of the capabilities in Australian engineering Capabilities.
For example, the Australian Engineering capabilities call for an organization to understand the
needs of the clients. The requirement is in line with the principle number 12 which calls for an
organization to know the value of the customer. In this specific principle, evidenced by the
survey, the company has scored 5, and that is a sign to show the commitment of the company.
How the company could improve its management principles, practice, and performance
Based on the survey results, the company needs to look into distributed leadership aspect. In
the modern day, Leaders need to approach issues in a more diverse way (Argenti, 2015). The
junior employees are the most significant stakeholders in an organization. This is because they
implement the strategies laid down by the management. With this in mind, there is a need to
engage them in the process of drafting and implementing the strategies. Therefore, the company
needs to take distributed leadership to the highest level. By so doing, the company will enjoy
increased productivity from the employees who will feel valued and part and parcel of the
organization.
3. Cross-Cultural Awareness Policies
Aztec has a program established for the sole purpose of providing employees with
training on awareness of cross-cultural policies. The program is well defined with different
stages of training that offers skills in dealing a culturally diverse workforce by understanding and

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appreciating the diversity of the human race. The training encompasses all varieties of cultures
including training on indigenous Aboriginal Australian culture. From the survey, there is a need
for the management to come up with a framework that makes sure job allocations and
promotions are given fairly and that every culture is represented.
4. Company Strengths
The strengths of the company are associated with how good the company has scored on
some of the principles. If the company has scored the highest, then it becomes apparent that on
that specific principle, the company has demonstrated strength. When it comes to integrating
others into the processes and functions of the company, Aztec has performed well. The company
does not only give rules; but it also makes sure that it involves others in the process of making
decisions and that makes all employees feel as part and parcel of the organization (Barney,
2014). The company has done well on matters affiliated with standards and practices.
The company makes sure that is on the frontline in making sure that high standards are
practices are observed in the processes of the company. When it comes to short-term and
medium strategies and issues, the company tries to maintain balance. Some organizations pay
much attention to only long-term issues, but that is not the case in Aztec. Management and
utilization of time are one of the aspects that the company takes seriously. This is a strength
because management of time has positive effects on the processes and operations of any given
organization. When it comes to sharing information with the employees, it is apparent that the
company has done extremely well.
This is a strength because of numerous reasons. When a company shares information
crucial to the growth of the company, the company experiences growth. At the same time, when

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the employees realize that the company does not hide anything from them, they feel as part and
parcel of the organization. When employees feel as part and parcel of an organization, they are
motivated to work tirelessly towards attaining the goals of the company (Barney, 2014). The
company has value for its customers. Customer value is one of the most significant principles.
The reason why the company is in place is to meet the needs of the customers.
Therefore, if the company fail to do so, it stands a chance to be kicked out of the
competitive market. Scoring highest on customer value is a strength. The strength depicts the
management as value-oriented and visionary. The last strength that has been depicted by the
company in line with the fourteen principle survey is micro to macro. Micro to macro entails
making sure that the employees are aware of their contribution to the company. The company’s
management has done all within its power to appreciate and honor the employees. As a result,
the employees know what impact their efforts have on the processes and operations of the whole
company.
Company weaknesses
Harsh climate in most of the Australian continent is one of the weaknesses affecting the
company in its operations. According to the survey, this weakness puts the company in a
disadvantageous position as far as smooth operations are concerned. Fluctuating economic times
also make the market unpredictable. As a result, planning and budgeting for the company
operations become a challenge. The organization has a score of 4 in regards to alignment.
Alignment involves the coordination of all employees’ behaviors with the organization’s values
and directions. The entity needs to improve regarding aligning personnel objectives with those of
the entity. At the same time, there is a need to ensure that all values and morals, as well as
directions, are respected in this principle (Barney, 2014).

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Distributed leadership is also a weakness in this organization. In every business, there is a
need for individuals to work in teams and deliver as per the requirements. Decision making and
performance improvement need to be boosted, for the sake of increased efficiency. The fifth
principle is also a weakness for the organization. The organization has not yet achieved
efficiency when it comes to the balancing of short term and medium term issues and requires to
enhance integrity and openness in its business activities. The entity requires improvement to be
‘upfront.' Other weaknesses of the organization include; bias for action, learning focus and
discipline, which are related to principles 8, 9 and 10.
Regarding bias for action, the organization is not good at implementing ideas and
strategies. Regarding learning focus, everyone in the entity is not actively involved in the
learning and development programs, which needs to be corrected to increase efficiency.
Discipline, as the tenth principle, needs to be highly considered. The entity should step up and
invest in policies and procedures, as well as standards which will lead to the application of strong
business systems (Barney, 2014). Finally, capability creation is a major weakness in the
organization. The organization’s capabilities are not defined priority areas, which needs to be
corrected for development and investment purposes.
5. Analysis/ Discussion
Strategies for Management of Control and Conflict within Organizations
Conflicts in organizations is a common occurrence that in most cases makes people so
uncomfortable that they choose to suppress it as opposed to dealing with it. According to the
survey, suppressing conflicts doesn't bear any positive fruits and may even cause more problems
(Wallensteen, 2015). Conflicts can, however, at times be a good thing as they can arise from

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valid reasons. Good managers need to understand the causes, types and ways of managing and
resolving conflicts at the workplace. The Australian Engineering competencies present useful
strategies which may be of help to the process of resolving conflicts.
Reasons for Conflict in Organizations
Conflicts occur when different people's beliefs, priorities, and interests clash (Autesserre, 2014).
Other factors that cause conflict within the organization based on the survey results include;
a) Poor communication.
Lack of clear communication or no communication at all can lead to employees making incorrect
assumptions and this cause conflict.
b) The difference in personalities.
This can cause conflict when an employee fails to understand or appreciate the difference in
his/her colleagues' personalities.
c) The difference in values.
Failure to accept and understand the difference in values especially when age-groups and
generation gaps are concerned can bring about the conflict at work.
d) Competition.
Competition at the workplace is good for motivation, but if it is not properly managed, it can
become unhealthy and cause conflicts (Fry, D., & Bjorkqvist, K., 2013).
e) Managerial expectations.