David Aquino, engineering director, started out the day uptight. His young child  had the flu the night before, and he had been up all night to help. Upon arrival at his  office, David had to make urgent phone calls to approve a two-week overtime work plan  due to a plant fire the night before and to plan for a product committee meeting the next  day to counter environmental concerns about a wastewater treatment plant. Then he spent 30 minutes reviewing the qualifications of new candidates and decided on one. He asked for salary information and wanted to examine the offer before  it was sent. He asked for further justification for the budget requested by industrial  engineering for a minicomputer. Without reading it, he approved the research proposal  from material engineering. He rejected an invitation to speak at a regional meeting of the  Philippine Society of Mechanical Engineers by giving an untrue reason. David made a note for the United International Corporation board meeting  coming up soon. At 10:00 a.m., he met with two consultants for 1 hour and 45 minutes  on a formal wage and salary plan and then directed his administrative assistant to work  out the details. He promised to inform all department heads and asked for cooperation. As he walked back to his office after lunch, David noticed several engineers were  still playing bridge after 1:30 p.m., and he planned to remind their department heads of  this truancy from work. As soon as he walked into his office after lunch, George Mendoza, the general  sales manager, called to complain about inadequate responses from engineering to field sales requests. David promised to look into it after receiving specific details. In return, he  asked for Mendoza’s support at the product committee meeting the next day. David gave a retirement plaque to Jose Reyes in his own office in the presence of the personnel director at 1:45 p.m. Furthermore, he approved the request of two  engineers for a week of overtime to design a new, final quality control station. At 2:00 p.m., he was asked to attend a three-hour budget meeting at 3:00 p.m. called by the president. In the meeting, guidelines and a timetable for next year’s budget requests were discussed. For engineering, he was told there would be an increase of only 10%. He  then arranged for a meeting with the president and the controller at 2:00 p.m. the next  day to request more money. As he was about to leave for the day around 6:30 p.m., his wife called to say that  his child is doing all right, but he has to go to the party of the executive vice president alone. What do you see are David Aquino’s problems? How do you suggest improving his day?

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answer the question briefly. (Engineering management)

David Aquino, engineering director, started out the day uptight. His young child 
had the flu the night before, and he had been up all night to help. Upon arrival at his 
office, David had to make urgent phone calls to approve a two-week overtime work plan 
due to a plant fire the night before and to plan for a product committee meeting the next 
day to counter environmental concerns about a wastewater treatment plant.
Then he spent 30 minutes reviewing the qualifications of new candidates and
decided on one. He asked for salary information and wanted to examine the offer before 
it was sent. He asked for further justification for the budget requested by industrial 
engineering for a minicomputer. Without reading it, he approved the research proposal 
from material engineering. He rejected an invitation to speak at a regional meeting of the 
Philippine Society of Mechanical Engineers by giving an untrue reason.
David made a note for the United International Corporation board meeting 
coming up soon. At 10:00 a.m., he met with two consultants for 1 hour and 45 minutes 
on a formal wage and salary plan and then directed his administrative assistant to work 
out the details. He promised to inform all department heads and asked for cooperation.
As he walked back to his office after lunch, David noticed several engineers were 
still playing bridge after 1:30 p.m., and he planned to remind their department heads of 
this truancy from work.
As soon as he walked into his office after lunch, George Mendoza, the general 
sales manager, called to complain about inadequate responses from engineering to field
sales requests. David promised to look into it after receiving specific details. In return, he 
asked for Mendoza’s support at the product committee meeting the next day.
David gave a retirement plaque to Jose Reyes in his own office in the presence of
the personnel director at 1:45 p.m. Furthermore, he approved the request of two 
engineers for a week of overtime to design a new, final quality control station.
At 2:00 p.m., he was asked to attend a three-hour budget meeting at 3:00 p.m. called by
the president. In the meeting, guidelines and a timetable for next year’s budget requests
were discussed. For engineering, he was told there would be an increase of only 10%. He 
then arranged for a meeting with the president and the controller at 2:00 p.m. the next 
day to request more money.
As he was about to leave for the day around 6:30 p.m., his wife called to say that 
his child is doing all right, but he has to go to the party of the executive vice president
alone.
What do you see are David Aquino’s problems? How do you suggest improving his day?

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