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ENG MAN (MT) > CH 1-3 > Flashcards

CH 1-3 Flashcards

1
Q

The output of the Engineers are very much needed in the following specific problem concerns:

A
  1. production of production of more food for a fast growing world population;
  2. the elimination of air and water pollution;
  3. solid waste disposal and materials recycling;
  4. the reduction of noise in various forms;
  5. supplying the increasing demand for energy;
  6. supplying the increasing demand for mobility;
  7. preventing and solving crimes; and
  8. meeting the increasing demand for communication facilities.
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2
Q

where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories.

A

Research

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3
Q

where the engineer undertakes the activity of turning a product concept to a finished physical item.

A

Design and Development

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4
Q

where the engineer works in a unit where new products or parts are tested for workability.

A

Testing

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5
Q

where the engineer is directly in charge of production personnel or assumes responsibility for the product.

A

Manufacturing

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6
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

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7
Q

where the engineer assists the company’s customers to meet their needs, especially those that require technical expertise.

A

Sales

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8
Q

where the engineer works as consultant of any individual or organization requiring his services.

A

Consulting

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9
Q

where the engineer may find employment in the government performing any of the various tasks in regulating, monitoring, and coptrolling the activities of various institutions, public or private.

A

Government

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10
Q

where the engineer gets employment in a school and is assigned as a teacher of engineering courses.

A

Teaching

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11
Q

where the engineer is assigned to manage groups of people performing specific tasks.

A

Management

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12
Q

From the viewpoint of the engineer, organizations may be classified according to the degree of engineering jobs performed:

A
  1. Level One - those with minimal engineering jobs
  2. Level Two - those with moderate degree of engineering jobs
  3. Level Three - those with a high degree of engineering jobs
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13
Q

refers to the activity combining “technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.”

A

Engineering Management

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14
Q

When the engineer is assigned to supervise the work of even a few people, he is already engaged in the first phase of engineering management. His main responsibility is to…

A

lead his group into producing a certain output consistent with the required specifications.

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15
Q

The top position an engineer manager may hope to occupy is the _____________

A

general membership or presidency of any firm, large or small

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16
Q

may be defined as the “creative problem-
solving process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives.”

A

Management

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17
Q

is a process consisting of planning, organizing, directing (or leading), and controlling.

A

Management

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18
Q

Kreitner indicates at least three general preconditions for achieving lasting success as a manager. They are:

A
  1. ability
  2. motivation to manage
  3. opportunity
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19
Q

refers to the capacity of an engineer manager to achieve organizational objectives effectively and efficiently.

A

Managerial Ability

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20
Q

refers to a description of “whether objectives are accomplished”

A

Effectiveness

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21
Q

is a description of the relative amount of resources used in obtaining effectiveness.

A

Efficiency

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22
Q

may be defined as “the process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation.”

A

Decision-Making

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23
Q

_____________ according to Nickels and others,”is the heart of all the management functions.”

A

Decision-Making

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24
Q

Rational decision-making, according to David H. Holt, is a process involving the following steps:

A
  1. diagnose problem
  2. analyze environment
  3. articulate problem or opportunity
  4. develop viable alternatives
  5. evaluate alternatives
  6. make a choice
  7. implement decision
  8. evaluate and adapt deciaion results
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25
Q

exists when there is a difference between an actual situation and a desired situation.

A

Problem

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26
Q

Examples of internal limitations:

A
  1. Limited funds available for the purchase of equipment.
  2. Limited training on the part of employees.
  3. Ill-designed facilities.
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27
Q

Examples of external limitations:

A

1. Patents are controlled by other organizations.
2. A very limited market for the company’s products and services exists
3. Strict enforcement of local zoning regulations.

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28
Q

The environment consists of two major concerns:

A
  1. Internal; and
  2. External
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29
Q

refers to organizational activities within a firm that surrounds decision-making.

A

Internal Environment

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30
Q

refers to variables that are outside the organization and not typically within the short-run control of top management.

A

External Environment

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31
Q

it is the process of selecting among alternatives representing potential solutions to a problem.

A

Choice-Making

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32
Q

refer to the likelihood of achieving the goals of the alternatives.

A

Risk Characteristics

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33
Q

refers to carrying out the decision so that the objectives sought will be achieved.

A

Implementation

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34
Q

refers to benefits that can be expected.

A

Value of the alternatives

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35
Q

refers to the process which requires checking at each stage of the process to assure that the alternatives generated, the criteria used in evaluation, and the solution selected for implementation are in keeping with the goals and objectives originally specified

A

Feedback

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36
Q

refers to actions made to ensure that activities performed match the desired activities or goals, that have been set.

A

Control

37
Q

In decision-making, the engineer manager is faced with problems which may either be simple or complex. To provide him with some guide, he must be familiar with the following approaches:

A
  1. Qualitative Evaluation; and
  2. Quantitative Evaluation
38
Q

This term refers to evaluation of alternatives using intuition and subjective judgment.

A

Qualitative Evaluation

39
Q

This term refers to the evaluation of alternatives using any technique in a group classified as rational and analytical.

A

Quantitative Evaluation

40
Q

consist of several types all designed to help the engineer manager make decisions regarding inventory.

A

Inventory Models

41
Q

this one is used to calculate the number of items that should be ordered at one time to minimize the total yearly cost of placing orders and carrying the items in inventory.

A

Economic Order Quantity Model

42
Q

this is an economic order quantity technique applied to production orders.

A

Production Order Quantity Model

43
Q

this is an inventory model used for planned shortages.

A

Back Order Inventory Model

44
Q

an inventory model used to minimize the total cost when quantity discounts are offered by suppliers.

A

Quantity Discount Model

45
Q

is the one that describes how to determine the number of service units that will minimize both customer waiting time and cost of service.

A

The Queuing Theory

46
Q

These are models where large complex tasks are broken into smaller segments that can be managed independently.

A

Network Models

47
Q

a technique which enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimates for each activity.

A

The Program Evaluation Review Technique (PERT)

48
Q

this is a network technique using only one time factor per activity that enables engineer managers to schedule, monitor, and control large and complex projects.

A

The Critical Path Method (CPM)

49
Q

maybe defined as “the collection of past and current information to make predictions about the future”

A

Forecasting

50
Q

is a forecasting method that examines the association between two or more variables. It uses data from previous periods to predict future events

A

Regression Model

51
Q

________________ may be simple or multiple depending on the number of independent variables present.

A

Regression Analysis

52
Q

In regression analysis, when one independent variable is involved, it is called ________

A

simple regression

53
Q

In regression analysis, when two or more independent variables are involved, it is called ____________.

A

multiple regression

54
Q

is a model constructed to represent reality, on which conclusions about real-life problems can be used.

A

Simulation

55
Q

is a quantitative technique that is used to produce an optimum solution within the bounds imposed by constraints upon the decision.

A

Linear Programming

56
Q

is a quantitative technique where samples of populations are statistically determined to be used for a number of processes, such as quality control and marketing research.

A

Sampling Technique

57
Q

refers to the “rational way to conceptualize, analyze, and solve problems in situations involving limited, or partial information about the decision environment.”

A

Decision-Theory

58
Q

A __________, which is the output of planning, provides a methodical way of achieving desired results.

A

Plan

59
Q

refers to “the management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.”

A

Planning

60
Q

According to ___________, on the other hand, define planning as “the selection and sequential ordering of tasks required to achieve an organizational goal.”

A

Aldug and Stearns

61
Q

according to them, planning is deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.

A

Cole and Hamilton

62
Q

Planning activities undertaken at various levels are:

A
  1. Top Management Level - strategic planning
  2. Middle Management Level - intermediate planning
  3. Lower Management Level - operational planning
63
Q

refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.

A

Strategic Planning

64
Q

refers to “the process of determining the contributions that subunits can make with allocated resources.”

A

Intermediate Planning

65
Q

refers to “the process of determining how specific tasks can best be accomplished on time with available resources.”

A

Operational Planning

66
Q

may be defined as the “precise statement of results sought, quantified in time and magnitude, where possible.”

A

Goals

67
Q

The process of planning consists of various steps depending on the management level that performs the planning task. Generally, however, planning involves the following:

A
  1. setting organizational, divisional, or unit goals
  2. developing strategies or tactics to reach those goals
  3. determining resources needed; and
  4. setting standards.
68
Q

defined as “a course of action aimed at ensuring that the organization will achieve its objectives.”

A

Strategy

69
Q

is a short-term action taken by management to adjust to negative internal or external influences.

A

Tactic

70
Q

defined as “a quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.”

A

Standard

71
Q

this is the written document or blueprint for implementing and controlling an organization’s marketing activities related to a particular marketing strategy.

A

Marketing Plan

72
Q

this is a written document that states the quantity of output a company must produce in broad terms and by product family.

A

Production Plan

73
Q

it is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.

A

Financial Plan

74
Q

it is a document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company’s strategic plan.

A

Human resource management plan

75
Q

these are plans intended
to cover period of less than one year.

A

Short-range plans

76
Q

these are plans covering a time span of more than one year.

A

Long-range plans

77
Q

These are plans that are used again and again, and they focus on managerial situations that recur repeatedly.

A

Standing Plans

78
Q

they are broad guidelines to aid managers at every level in making decisions about recurring situations or function.

A

Policies

79
Q

they are plans that describe the exact series of actions to be taken in a given situation.

A

Procedures

80
Q

they are statements that either require
or forbid a certain action.

A

Rules

81
Q

These plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated

A

Single-Use Plans

82
Q

Single-use plans may be further classified as:

A
  1. budgets
  2. programs; and
  3. projects
83
Q

A __________, according to Weston and Brigham, is “a plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.”

A

Budget

84
Q

is a single-use plan designed to coordinate a large set of activities

A

Program

85
Q

is a single-use plan that is usually more limited in scope than a program and is sometimes prepared to support a program.

A

Project

86
Q

What are the 4 contents of the Human Resources Plan?

A
  1. personnel requirements of the company
  2. plans for recruitment and selection
  3. training plan
  4. retirement plan
87
Q

What are the 3 parts of Strategic Plan?

A
  1. Company or corporate mission
  2. Objectives or goals
  3. Strategies
88
Q

refers to the “strategic management that identifies why an organization exists, its philosophy of management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets.”

A

Company or corporate mission

ENG MAN (MT) (1 decks)

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