Friedrichshafen, Germany

Engineering and Management

Wirtschaftsingenieurwesen

Master's
Language: GermanStudies in German
Subject area: engineering and engineering trades
Qualification: Master
Kind of studies: part-time studies
dual studies dual studies
University website: www.dhbw.de
Engineering
Engineering is the creative application of science, mathematical methods, and empirical evidence to the innovation, design, construction, operation and maintenance of structures, machines, materials, devices, systems, processes, and organizations. The discipline of engineering encompasses a broad range of more specialized fields of engineering, each with a more specific emphasis on particular areas of applied mathematics, applied science, and types of application. See glossary of engineering.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Engineering
A good scientist is a person with original ideas. A good engineer is a person who makes a design that works with as few original ideas as possible. There are no prima donnas in engineering.
Freeman Dyson in Freeman J. Dyson. Disturbing the universe. Harper & Row. ISBN 978-0-06-090771-6. 
Management
In the long-run the workman may be as necessary to his master as his master is to him, but the necessity is not so immediate.
Adam Smith (1776) The Wealth of Nations Chapter VIII, p. 80
Management
Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?
Wheeler L. Baker, Crisis Management: A Model for Managers (1993), p. 6
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