Introduction This paper presents a discussion of industrial management. Industrial management is concerned with the synthesization of the human, physical and financial resources into effective methods, processes, and systems to produce a manufacturing out put (Fogarty, & Hoffmann, 1983). The industrial manager, thus, is closely associated with all facets and elements of the organization, as opposed to some managers whose functions and responsibilities are highly specialized.
The Function of the Industrial Manager
An industrial manager must allocate both human and non human resources in a manner which will permit the organization to most effectively perform the tasks demanded of it. The responsibilities of the industrial manager, thus, are, for the most part, open ended, and are often less than well defined (Cleland, and Kocaoglu, 1988).
The scope of industrial management is both broad and deep. The industrial manager must deal with technological problems, human resources management problems, production efficiency problems, and problems associated with the organization's
1 2external environment. While the effective industrial manager will delegate both authority and responsibility, such delega tion does not relieve the industrial manager of the responsi bility to develop a depth of knowledge in the areas for which he or she is responsible. The industrial manager, thus, must be well qualified in (1) project management, (2) human resources management, (3) management science, (4) decision making methodologies, (5) technological planning and forecast ing, (6) financial management, and (7) the relationship between the organization and the external environment.
The scope of industrial management, thus, is as deep as it is broad. An effective industrial manager cannot hope to deal only with production problems, while leaving other types of organizational problems to be solved by managers who may have little unders...