1st EXAM Flashcards
1
Q
improves the quality of life while working within
economical, technical, ethical, and societal constraints. (ABET)
A
Engineering design
2
Q
it is a profession in which knowledge of math, and natural science, gained by
study, experience, and practice, is applied with judgment to develop ways to
use, economically, the materials and forces of nature for the benefit of
mankind.
A
Engineering
2
Q
engineer gets a job as
a professor of engineering courses at a
university. Some become deans, vice-
presidents, and presidents later on.
A
Teaching
2
Q
where
the engineer is assigned to
manage groups of people
performing specific tasks.
A
Management
2
Q
where the
engineer works as a consultant of
any individual or organization
requiring his/her services.
A
Consulting
3
Q
where the engineer
may find employment
in the government
performing any of the
various tasks in
monitoring, controlling,
and regulating the
activities of various
institutions, both public
or private.
A
Government
4
Q
this is where the
construction engineer (a civil
engineer) is either directly in charge
of the construction personnel or may
have responsibility for the quality of
the construction process.
A
Construction
5
Q
where
the engineer assists
the company’s
customers to meet
their needs,
especially those
require technical
expertise.
A
Sales
6
Q
where
the engineer is directly in
charge of production
personnel or assumes
responsibility for the
product.
A
Manufacturing
7
Q
where the engineer
undertakes the activity of
turning a product concept into
a finished physical item.
They are in charge of
improving current design and
specification at the research,
development, production,
design, and production stages
of product development.
A
Design and development
8
Q
where the
engineer works in
a unit that new
products or parts
are tested for
workability.
A
Testing
9
Q
Is based on the belief that workers only have physical and economic needs
A
Classical Management Theory (Late 19th to early 20th century)
10
Q
- Self Actualization
- Esteem Needs
- Affiliation/Belongingness/Social Needs
- Safety/Security Needs
- Basic Physiological Needs
A
Maslow’s Need Hierarchy Theory
11
Q
Herzberg’s Motivation-Hygiene Theory
A
- Motivation Factor
- Hygiene Factor
12
Q
- Achievement
- Salaries
- Growth
- Recognitions
A
Motivation Factor (Herzberg’s Motivation-Hygiene Theory)
13
Q
- Company Policies
- Interpersonal Relation
- Working Conditions
- Supervision
A
Hygiene Factor (Herzberg’s Motivation-Hygiene Theory)
14
Q
Ideal Situation
No Complaints
Motivated
A
High Motivated - High Hygiene
15
Q
Many Complaints
Motivated
A
Low Hygiene - High Motivated
16
Q
Few Complaints
No Motivated
A
High Hygiene - High Motivated
17
Q
Case Scenario
No Motivated
Lots of Complaints
A
Low Hygiene - High Motivated
18
Q
Implementation of the theory in a workplace
A
- Identifying the stressors and motivators
- Eradicating the factors that encourage job dissatisfaction
- Boosting the factors that motivate employees
19
Q
It is based on the belief that workers only have physical and economic needs
A
Classical management
20
Q
applying science to the practice of management
developing the foundation for later management developments
advancing the concept of the basic management functions of
planning, organizing, influencing, and controlling
A
Classical Management Theory (PRIMARY CONTRIBUTIONS/ADVANTAGES)
21
Q
classifying relevant management processes, functions, and
skills which are still acknowledged as key concepts today.
articulating and applying specific principles of formal
management
focusing attention on management as a legitimate topic worthy of scientific inquiry
A
Classical Management Theory (PRIMARY CONTRIBUTIONS/ADVANTAGES)
22
Its movement are that it assumes that
each worker is an economic man and will, therefore, work
harder to make more money
classical management
23
It is most suitable for uncomplicated and relatively stable
organizations, whereas most of today’s organizations are
complex and aggressive
classical management
24
It does not deal with the relationship between an
organization and its environment and most classical
theorists regard employees as tools to be used to achieve
organizational goals rather than as valuable resources
classical management
25
Assumption: People are Rational
Classical Approaches
26
Classical Approaches
Assumption: People are Rational
1. Scientific Management
2. Administrative Principles
3. Bureaucratic Organization
27
- pioneered by Frederick W. Taylor
- Systematically studies
work methods to improve
productivity and efficiency.
Scientific management
28
Key principles include:
*Division of labor to
specialized tasks.
*Scientific selection and
training of workers
*Cooperation between
management and workers
*Apply scientific methods to
determine the most efficient
way to perform tasks
Scientific management
29
- Developed by Henri Fayol
- Emphasizes the overall management process rather than specific work methods.
Administrative management
30
*Unity of command (each employee should receive orders from only one superior).
*Scalar chain (a clear line of authority should exist from top management to the lowest ranks).
*Division of work (work should be divided among individuals and groups to ensure efficiency).
*Centralization (the degree to which authority is concentrated at the top of the organization).
Administrative management
31
- Introduced by Max Weber
- Focuses on the establishment
of a rational and efficient
organizational structure based
on clear hierarchies, formal
rules and procedures, and
impersonal relationships
Bureaucratic management
32
Key characteristics include:
*Division of labor.
*Hierarchical structure.
*Written rules and procedures.
*Impersonality in decision-
making.
*Employment based on merit.
Bureaucratic management
33
Developed in Late 19th Century to Early 20th Century
Classical Management
34
Developed in 1930s to 1950s
Human Relations
Movement
35
This phase emphasized the
importance of social factors in
the workplace and the role of
motivation in increasing
productivity.
Human Relations Movement (1930s to 1950s)
36
Notable contributors include
Elton Mayo and his Hawthorne
Studies, which highlighted the
significance of human factors in
productivity and the impact of
social relationships and group
dynamics on worker output.
Human Relations Movement (1930s to 1950s)
37
Highlighted the significance of human factors in productivity and the impact of social relationships and group dynamics on worker output.
Elton Mayo and his Hawthorne
Studies - Human Relations Movement (1930s to 1950s)
38
1. Self-Actualization
2. Esteem Needs
3. Affiliation / Belongingness / Social Needs
4. Safety / Security
5. Basic Physiological Needs
Maslow’s Need Hierarchy Theory
39
Individual Examples of Maslow’s Need Hierarchy Theory
1. Self-Fulfillment (Self-Actualization)
2. Status (Esteem Needs)
3. Friendship (Affiliation / Belongingness / Social Needs)
4. Stability of Income (Safety / Security Needs)
5. Hunger (Basic Physiological Needs)
40
Organizational Examples
1. Achievement of Goals (Self-Actualization)
2. Job Title (Esteem Needs)
3. Cordial Relations with Colleagues (Affiliation / Belongingness / Social Needs)
4. Pension Plan (Safety / Security Needs)
5. Basic Salary (Basic Physiological Needs)
41
People’s behavior is based on needs. Fulfillments of needs decide the behavior. When needs are
fulfilled, an individual behaves positively and behaves negatively when the needs are not fulfilled
Maslow’s Need Hierarchy Theory
42
People are motivated by unfulfilled needs, and once a particular need is satisfied, it ceases to be a
motivating factor. Therefore, motivation ends with satisfying needs; after that, the next higher need
serves as a motivator.
Maslow’s Need Hierarchy Theory
43
An individual moves to the next higher level of the hierarchy only when the lower needs are satisfied.
Maslow’s Need Hierarchy Theory
44
An individual’s needs start from basic and go to other higher-level needs. Therefore, we can say that
people’s needs are in hierarchical order.
Maslow’s Need Hierarchy Theory
45
Motivation Factor
Achievement
Salaries
Growth
Recognitions
46
Hygiene Factor
Company Policies
Interpersonal Relation
Working Conditions
Supervision
47
a concept proposed by
Douglas McGregor in his
book "The Human Side
of Enterprise," published
in 1960.
McGregor’s
Participation Theory
48
1. Diagnose problem
2. Analyze the environment
3. Articulate problem or opportunity
4. Develop viable alternatives
5. Evaluate alternatives
6. Make a choice
7. Implement decision
8. Evaluate and adapt decision results
decision-making as per David H. Holt
49
If a manager wants to make an intelligent decision, his
first move must be to identify the problem. If the
manager fails in this aspect, it is almost impossible to
succeed in the subsequent steps. An expert once said
identification of the problem is tantamount to having
the problem half-solved. A problem exists when there is
a difference between an actual situation and the
desired situation
Diagnose
problem
50
1. Limited funds were available for the purchase of equipment.
2. Limited training on the part of employees.
3. Designed facilities
Example of internal limitations
51
The objective of environmental analysis is the identification of constraints, which may be spelled out
as either internal or external limitations
Analyze the environment
52
1. Other organizations control patents.
2. A minimal market for the company’s products and services exists.
3. Strict enforcement of local zoning regulations.
Examples of external limitations are as follows
53
Refers to organizational activities within a firm that surrounds decision-making
Internal Environment
54
include organization, structures, policies, procedures, rules, management ability, etc
Organizational aspects (Internal Environment)
55
Like product strategy and promotion strategy
Marketing Aspects (Internal Environment)
56
Such as recruitment practices, incentive systems, etc
Personnel Aspects (Internal Environment)
57
Like plant facility layout, inventory control, etc
Production Aspects (Internal Environment)
58
Like liquidity, profitability
Financial Aspects (Internal Environment)
59
It refers to variables outside the organization and not typically within the short-run control of top management. Figure shows the forces comprising the external environment of the firm.
Engineering Firm
Suppliers
Government
Public
Clients
Competitions
Engineers Labor Unions
Banks
The external environment
60
The proper evaluation makes choosing the right solution less difficult. Each alternative must be
analyzed and evaluated in terms of its cost, value, and risk character.
Mathematical computation
Risks
Costs analysis
Benefit analysis
Evaluating an Alternative
61
Choice-making is the process of selecting among alternative
representing potential solutions to a specific issue or
problem.
Making a Choice
62
Implementation is to carry out the decisions so that the goal sought will be
achieved. To have an effective implementation, a plan must be devised. The
resources must be made available so that the decision may be properly
executed.
Implement Decision
63
The manager needs to
use control and feedback
mechanisms to ensure
results and to provide
information for future
decisions.
Evaluate and Adapt Decision results
64
The __ cycle is one of the widely
used methods of monitoring quality
management systems and is applicable
to international standards such as ISO
22301, ISO 9001, ISO 45001, and ISO
27001. It allows organizations to gather
relevant information and use it as a well-
grounded basis before deciding whether
to proceed with the plan or improve it
further. Through this data-driven method,
organizations can work to continuously
improve their processes, products, and
services.
PDCA (Plan, Do, Check and Act)
65
It is a management function that involves anticipating future
trends and determining the best strategies and tactics to achieve the
organizational goals
Planning
66
This is the process of determining policies and
strategies for obtaining and using resources to complete an objective and
classifying the major goals of the organization.
Strategic Planning
67
According to Nickels and others, __ is a management function that involves
anticipating future trends and determining the best strategies and tactics to
achieve the organizational goals. According to Cole and Hamilton, planning
helps us to decide who will do it, what will be done, when, where, and how it will
be done, and the standards to which it will be done.
planning
68
Since engineering managers may be in roles at some of the different levels of management, it would be useful for them to know certain
aspects of the planning performed at different levels.
1. Top management level –strategic planning
2. Middle management – intermediate planning
3. Lower level management – operational planning
Planning at Various Management
69
strategic planning
Top management level (Planning at Various Management)
70
intermediate planning
Middle management (Planning at Various Management)
71
operational planning
Lower level management (Planning at Various Management)
72
This is the process of
determining policies and
strategies for obtaining
and using resources to
complete an objective
and classifying the major
goals of the organization.
In this level, we need to
consider the whole
company more
specifically, its current
resources and objectives.
A strategic plan is the
output of strategic
planning which means
this is the decision about
long-range goals and the
course of action to
achieve these goals
Strategic Planning
73
It refers to the process
of determining the
contribution that sub-
units can make with
allocated resources.
The objectives of a sub-
unit are plan and
determined which will
provide to the realization
of the goal. Intermediate
planning is a layout to
support the strategic
plan.
Intermediate
Planning
74
It refers to the process
of determining how
certain tasks can best
be achieved on time
with available
resources. Operational
planning is designed to
support the intermediate
plan and strategic plan
Operational
Planning
75
CEO, President, VPs, Gen,
Manager, Division Heads
Strategic Planning
76
Functional Managers,
Product Line Managers,
Department Heads
Intermediate Planning
77
Unit Manager, First-line
Supervisor
Operational Planning
78
They typically hold the responsibility for
managing a group of workers who work
for him.
Project Manager - Management
79
They usually work for a specific project.
Project Manager - Time
80
They are generally more focused on schedules
and project management tools, and they are
focused on timing, assigning responsibility,
tracking, and scheduling.
Project Manager - Tools
81
They are responsible for gathering terms of
people to finish a task, but team members only work for him until the project is done.
Engineer Manager - Management
82
They are usually permanent.
Engineer Manager - Time
83
They are responsible for the relevant human resources and development aspects. And they responsible for training and career development for his employees.
Engineer Manager - Human Resource
84
They are responsible for meeting deadlines and providing specific tools for the success of their projects.
Engineer Manager - Tools
85
According to whom?, there are at least three general preconditions for achieving lasting success as a manager.
1. Ability
2. Motivation to Manage
3. Opportunity
Robert Kreitner
86
Managerial ability refers to the capacity of an engineer manager to achieve organizational objectives effectively and efficiently.
Ability
87
John B. Miner developed a psychometric instrument to measure objectively an
individual’s motivation to manage. The test is anchored to the following dimensions.
1. Desire to assert one-self and take charge
2. Desire to engage in games or sports competition with peers
3. Favorable attitude toward those in positions of authority, such as superior
4. Desire to engage in occupational or work-related competition with peers
5. Desire to exercise power and authority over others
6.Sense of responsibility in carrying out the routine duties associated with managerial
work.
7.Desire to behave in a distinctive way, which includes standing out from the crowd.
Motivation to manage
88
Finding - Finding a supportive climate once on the job
Obtaining - Obtaining a suitable managerial job
Opportunity
89
1. Dependability
2. Work Ethic
3. Communication Skill
4. Community and Teamwork
5. Time Management Skills
6. Goal Setting
7. Mental Ability
8. Takes Direction Well
Soft Skills of an
effective engineer
manager
90
Strategies For Successful Engineering
Management
1. Manage resources well
2. Cultivate professionalism and trust
3. Soft skill investments
4. Established realistic expectation
5. Provide benefits other than pay.
91
* Want to indulge in
competition and win
* Enjoy status and
power
* Like to dominate or
win the
conversations
The need for
power (nPwr)
92
* Driven by the urge to
excel
* Mediocre risk tasks
* Requires regular
feedback
The need for
achievement (n Ach)
93
* Like teamwork over
competition
* Want to be a part of
a group
* Enjoy praises and
seek positive
affirmations from
others
The need for
affiliation (nAff)
94
a concept proposed by
Douglas McGregor in his
book "The Human Side
of Enterprise," published
in 1960. McGregor
contrasted Theory Y with
Theory X as two different
sets of assumptions
about human nature and
behavior in the
workplace.
McGregor’s
Participation Theory
95
* Average person: Lazy, dislikes
working, and will avoid
working.
* Lacks ambitions and
leadership skills
* People must be forced to work
towards organizational
objectives.
* Resistance to change, easily
duped
* Want job security
Theory X beliefs
96
* Issues threats
* Demands, never asks
* Non-participative
* No team-building skills
* Has a short temper
* Does not thank or praise
* Believes in one-way communications
* Purely results-driven
* Poor listening skills
* Extremely controlling
* Unhappy
Traits of Theory X
manager
97
* People are committed to company
objectives, their level of commitment being a
function of the rewards associated with
achievements
* People are happy to accept responsibilities
* People are happy to direct themselves and
their work toward organizational objectives
without punishment or control.
* People are happy to put in effort at work
* There is an abundance of imagination
* Human potential is never fully utilized.
Theory Y beliefs
98
* Not controlling
* Good listener
* Understands two-way
communication
* Encourages initiative and self-
directions
* Incentivises people
* Happy person
Traits of Theory
Y Manager
99
Controling, result driven approach
Theory X
100
Empowered and Trust driven
Theory Y
101
emphasizes that there are
three main elements crucial
for effective management
The Need for a Sense of Belonging
The Need for Order and Discipline
The Need for Commitment to the Organization
Urwick's Theory Z
102
Urwick emphasized the importance of
creating a work environment where
employees feel a sense of belonging and
identification with the organization. This
involves fostering a supportive and
cohesive workplace culture where
individuals are motivated to work towards
common goals.
The Need for a Sense of Belonging
103
Urwick stressed the
necessity of maintaining order
and discipline within the
organization to ensure smooth
operations and productivity. This
includes establishing clear lines
of authority, implementing
standardized procedures, and
enforcing rules and regulations.
The Need for Order and
Discipline
104
Urwick emphasized the significance of
fostering a strong sense of
commitment and loyalty among
employees towards the
organization. This involves
providing opportunities for
personal and professional
growth, as well as recognizing
and rewarding employees for
their contributions.
The Need for Commitment to
the Organization
105
Z theory is based on four premises
1.The powerful relationship between workers and the
Organization
2. Employee Commitment and Participation
3. No Formal Organization Structure
4. Developing Human Capital
106
Passivity
Dependence
Capable of behaving in few ways
Shallow interests
Short-term perspective
Subordinate position
Lack of self-awareness
Immaturity - Argyris’s Theory
107
Activity
Independence
Capable of behaving in many
ways
Deep interest
Long term perspective
Superordinate position
Self-awareness and control
Maturity - Argyris’s Theory
108
developed by Victor Vroom in the 1960s, is a motivational theory that explores the
relationship between individuals' beliefs,
effort, performance, and outcomes in the
workplace. The theory suggests that an
individual's motivation to perform a task
is determined by three key factors:
Expectancy, Instrumentality, and Valence
Vroom’s Expectancy Theory
109
Motivation =
Valence x
Expectation x Instrumentality
110
refers to the belief that exerting effort will lead to successful performance. In other words, individuals assess the likelihood that their efforts will result in the desired level of performance. If employees believe that their efforts will likely lead to successful outcomes, they are more motivated to invest effort into completing the task. However, if they perceive a low probability of success despite their efforts, their motivation may diminish.
Expectancy (Motivation = Valence x
Expectation x Instrumentality)
111
is the belief that successful performance will be
followed by certain outcomes or rewards. Employees evaluate whether their
performance will be recognized and rewarded according to the organization's policies
and practices. If individuals believe that their performance will be appropriately
rewarded, they are more likely to be motivated to exert effort and perform at a high level.
Conversely, if they perceive a lack of connection between performance and rewards,
their motivation may decrease.
Instrumentality (Motivation = Valence x
Expectation x Instrumentality)
112
refers to the value or attractiveness that individuals place on the
anticipated outcomes or rewards. It reflects the subjective importance or desirability of
the outcomes associated with successful performance. Employees assess whether the
anticipated rewards are personally meaningful and aligned with their needs, goals, and
preferences. The higher the valence attached to the outcomes, the greater the motivation
to perform the task.
Valence (Motivation = Valence x
Expectation x Instrumentality)
113
Porter and Lawler’s Expectancy
Theory
Effort
Performance
Satisfaction
114
refers to how much determination an employee is spending on a given
job. There are two factors that need to be considered on how much effort an
employee can put in a job, the importance of incentive and perception of effort-reward
probability.
Effort - Porter and Lawler’s Expectancy
Theory
115
The effort one puts into his / her results. All may or may not be similar.
The level of success is therefore dictated by the amount of work and the employee's
skill and job understanding. Therefore, if an employee has less skill and/or makes
misperception of his / her position, his / her performance may be low despite his / her
great efforts.
Performance - Porter and Lawler’s Expectancy
Theory
116
Success contributes to complacency. The level of satisfaction depends
on how many bonuses one obtains. If the actual amount of rewards matches or
exceeds the expected equal incentives, then the employee should feel happy. In the
region, he/she will be dissatisfied if the actual rewards fall short of the perceived
ones.
Satisfaction - Porter and Lawler’s Expectancy
Theory
