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Engineering management > Chap 3 and 4 > Flashcards

Chap 3 and 4 Flashcards

1
Q

is the one who’s include in planning, designing, overseeing projects as well as managing finances and supervising one or more Engineering teams

A

engineer manager

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2
Q

they are responsible for setting clear goals, assigning task, and monitoring progress.

A

engineer manager

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3
Q

A ____, which is the output of ______, provides a methodical way of achieving desired results

A

plan, planning

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4
Q

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

A

Planning

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5
Q

the selection and subsequential ordering of tasks required to achieve an organizational goal

A

Planning

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6
Q

Planning is “the selection and subsequential ordering of tasks required to achieve an organizational goal”.
-______ and _____

A

Aldag and Streans

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7
Q

the 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.
-by whom

A

Planning, Cole and Hamilton

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8
Q

selecting the best course of action so that the desired result may be achieved

A

Planning

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9
Q

middle management level

A

intermediate planning

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10
Q

level of strategic planning

A

top management level

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11
Q

lower management level - _____ planning

A

operational

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12
Q

can be considered the highest level among the three, as it involves definitions that impact the company as a whole. Its main objective is to answer the questions: “where are we?” and “where do we want to go?”.

A

Strategic Planning

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13
Q

relates to the implementation of everything that has been defined at the strategic level. In other words, this is where goals are transformed into concrete and executable actions

A

Tactical/Intermediate Planning

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14
Q

works on the daily activities of the organization and focuses on answering the question: “how will we execute our goals and tactical plans?”. Thus, it must respect and reflect the guidelines already established in the previous levels.

A

Operational Planning

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15
Q

THE PLANNING PROCESS

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.
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16
Q

can be define as the “ precise statement of result sought, quantified in time and magnitude were possible”

A

goal

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17
Q
  • After determining the goals, the next task is to devise some means to realize them
A

DEVELOPING STRATEGIES OR TACTICS TO REACH GOALS

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18
Q

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

A

strategy

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19
Q

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

A

tactic

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20
Q

it is the effective management of the workforce to ensure the successful completion of construction projects within budget and on schedule.

A

human resources

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21
Q

Are the equipment and supplies needed to complete task.
Ex: bulldozer, excavator, loaders, drills, and concrete mixers

A

Non-human Resources

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22
Q

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

A

STANDARD

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23
Q

The standards for measuring performance may be set at the planning stage.

A

SETTING STANDARD

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24
Q

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

A

strategic planning

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25
Q

the decision about long range goals and the course of action to achieve these goals

A

strategic plan

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26
Q

refers to the process determining the contributions that subunits can make with allocated resources

A

intermediate planning

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27
Q

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

A

operational management

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28
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

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29
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

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30
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

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31
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

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32
Q

FUNCTIONAL AREA PLANS INCLUDE:

A

-Marketing plan
-Production plan
-Financial plan
-Human resource management plan

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33
Q

Plans these are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.

A

Short-range Plans

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34
Q

these are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.

A

Long-range Plans

35
Q

Plans with time horizon incudes;

A

-Short rage plans
-Long-range Plans

36
Q

PLANS ACCORDING TO FREQUENCY OF USE may be classified as;

A
  1. Standing Plans and
  2. Single-use Plans.
37
Q

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

A

STANDING PLANS

38
Q

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

A

Policies

39
Q

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

A

Procedures

40
Q

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

A

Rules

41
Q

Standing plans may be further classified as follows:

A

-Policies
-Procedures
-Rules

42
Q

These plans are specifically deve- loped to implement courses of action that are relatively unique and are unlikely to be repeated.

A

SINGLE-USE PLANS

43
Q

Single-use plans may be further classified as follows:

A
  • Budgets
  • programs
    -projects
44
Q

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

Budgets

45
Q
  • a single-use plan designed to coordinate a large set of activities.
A

Programs

46
Q

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

A
  1. Projects
47
Q

Planning may be successful if the following are observed:

A
  1. Recognize the planning barriers
  2. Use of aids to planning
48
Q

According to Plunkett and Attner planning barriers are as follows:

A
  1. Manager’s inability to plan
  2. Improper planning process
  3. Lack of commitment to the planning process
  4. Improper information
  5. Focusing on the present at the expense of the future
  6. Too much reliance on the planning department
  7. Concentrating only on the controllable variables
49
Q

Among the aids to planning that may be used are:

A
  1. Gather as much information as possible
  2. Develop multiple sources of information
  3. Involve others in the planning process
50
Q

PARTS OF STRATEGIC PLANS

A
  1. Company or corporate mission
  2. Objective or goals
  3. Strategies
51
Q

refers to the strategic statement that indentifies why organization exist, its philosophy of management and its purpose as distinguished from other similar organization in terms of products, services and markets.

A

company of corporate mission

52
Q

is a management function which refers to “the structuring of resources and activities to accomplish objectives in an efficient and effective manner

A

Organizing

53
Q

The arrangement or relationship of positions within an organization

A

STRUCTURE

54
Q

when structuring an organization, the engineer manager must be concerned with the following

A
  1. Division of Labor
  2. Delegation of Authority
  3. Departmentation
  4. Span of Control
  5. Coordination
55
Q

determining the scope of work and how it is commited in a job

A

Division of Labor

56
Q

the process of assigning various degrees of decision making authority to subordinates

A

Delegation of Authority

57
Q

The grouping related jobs, activities, or processes into major organizational units

A

Departmentation

58
Q

the number of people who report directly to a given manager

A

Span of Control

58
Q

the linking of activities in the organization that serves to achieve a common goal or objective

A

Coordination

59
Q

The Formal structure is described management through:

A
  1. Organization chart
  2. Organizational manual
  3. Policy manuals
59
Q

“the structure that details lines of responsibilites, authority, and position”

A

THE FORMAL ORGANIZATION

60
Q

it is diagram of the organizationals official positions and formal line of authority

A

Organization chart

61
Q

it provides written description of authority relationships, details the functions of major organizational units and describe job procedures.

A

Organizational manual

62
Q

describes personnel activities and company policies

A

Policy manuals

63
Q

There are instances when members of an organization spontaneously form a group with friendship as a called at principal reason for belonging. This group is ____

A

informal group

64
Q

according to ___ “its low visibility,___ added, makes it “difficult for management to detect these perversions and considerable harm can be done to the company”

A

Valentine

65
Q

Organizations may be classified into three types:

A
  • functional organization
    -product or market organization
    -matrix organization
66
Q

this is a form of departmentalization in which everyone engaged in one functional activity.

A

Functional organization

67
Q

this refers to the organization of a company by divisions that brings together all those involved with a certain type of product or costumer

A
  1. PRODUCT OR MARKET ORGANIZATION
68
Q

an organizational structure in which each employee reports to both functional or division manager and to a project or group manager

A
  1. MATRIX ORGANIZATION
69
Q

____ ____ structures are very effective in smaller firms especially “single-business frims where key activities revovle around well-defined skills and area of specialization”

A

Functional organization

70
Q

_______ declared that “the matrix structure was designed to keep employees in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.

A

Higgins

71
Q

the ____ or _____ organization with its feature of operating by divisions is”appropriate for a large corporation with many product lines in several related industries

A

PRODUCT OR MARKET ORGANIZATION

72
Q

according to Thompson and Strickland, “is a structure with two (or more) channels of command, two lines of budget authority, and two sources of performance and reward.

A

matrix organization

73
Q

Manager’s right to tell subordinates what to do and then see that they do it.

A

Line Authority

74
Q

Staff specialist’s right to give advice to a superior.

A
  1. Staff Authority
74
Q

Staff officers may be classified into the following:

A

-Personal staff
-Specialized staff

75
Q

Those individuals assigned to a specific manager to provide needed staff services

A

Personal staff

76
Q

Those individuals providing needed staff services for the whole organization.

A

Specialized staff

77
Q

Specialist’s right to overseas lower level personnel involved in that specialty, regardless of where the personnel are in the organization.

A
  1. Functional authority
78
Q

________ are very useful most especially to engineering firms. When a certain concern, like product development, a committee is usually formed to provide the necessary line-up of expertise needed to achieve certain objectives

A

Committees

79
Q

Committees may be classified as follows:

A
  1. Ad hoc committee
  2. Standing committee
80
Q

one created for a short-term purpose and have a limited life.

A
  1. Ad hoc committee
81
Q

it is a relatively permanent committee that deals with issues on an ongoing basis.

A

Standing committee

Engineering management (4 decks)

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