Eng Man : PART 3 Flashcards
Defined as the creative problem-solving process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives.
Management
Refers to the activity combining “technical
knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.”
Engineering Management
The following are considered as functions of an engineer except
A. Testing
B. Construction
C. Sales
D. Physical Education
Physical Education
A function of an engineer where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories.
Research
A function of an engineer where the engineer undertakes the activity of turning a product concept to a finished physical term.
Design and Development
A function of an engineer where the engineer works in a unit where new products or parts are tested for workability.
Testing
A function of an engineer where the engineer is directly in charge of production personnel or assumes responsibility for the product.
Manufacturing
A function of an engineer where the engineer is either directly in charge of the construction personnel or may have responsibility for the quality of the
construction process.
Construction
A function of an engineer where the engineer assists the company’s customers to meet their needs, especially those that require technical expertise.
Sales
A function of an engineer where the engineer works as consultant of any individual or organization requiring his services.
Consultating
A function of an engineer where the engineer may find employment in the government performing any of the various tasks in regulating, monitoring, and controlling the activities of various institutions, public or private.
Government
A function of an engineer where the engineer gets employment in a school and is assigned as a teacher of engineering courses.
Teaching
A function of an engineer where the engineer is assigned to manage groups of people performing specific tasks.
Management
Defined as the process of identifying and
choosing alternative courses of action in a manner appropriate to the demands of the situation.
Decision Making
The first step-in Decision-making process is to
Diagnose problem
The last step-in decision-making process is to
Evaluate and adapt decision results
Refers to evaluation of alternatives using
intuition and subjective judgment.
Qualitative Evaluation
Refers to evaluation of alternatives using any technique in a group classified as rational and analytical.
Quantitative Evaluation
Refers to the management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.
Planning
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.
Strategic Planning
The top management of any firm is involved in this type of planning.
Strategic Planning
Refers to the process of determining the
contributions that subunits can make with allocated resources.
Intermediate Planning
This type of planning is undertaken by middle management.
Intermediate Planning
Refers to the process of determining how
specific tasks can best be accomplished on time with available resources.
Operational Planning
This type of planning is a responsibility of lower management.
Operational Planning
This is the written document or blueprint for implementing and controlling an organization’s marketing activities related to particular marketing strategy
Marketing Plan
This is a written document that states the
quantity of output a company must produce in broad terms and by product family.
Production Plan
It is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.
Financial Plan
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.
Human Resource Management Plan
These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these planes.
Short-range plans
These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.
Long-range plans
Plans that are used again and again and they focus on managerial situations that recur repeatedly.
Standing Plans
These are broad guidelines to aid managers at every level in making decisions about recurring situations or function.
Policies
These are plans that describe the exact series of actions to be taken in a given situation.
Procedures
These are statements that either require or forbid a certain action.
Rules
Specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.
Single-Use Plans
A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.
Budget
A plan designed to coordinate a large set of
activities.
Program
A plan that is usually more limited in scope than a program and is sometimes prepared to support a program.
Project
A management function which refers to the
structuring of resources and activities to accomplish objectives in an efficient and effective manner.
Organizing
The arrangement or relationship of positions within an organization.
Structure
This is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.
Functional Organization
This type of organization is very effective in
similar firms especially “single business firms where key activities revolve around well-defined skills and areas of specialization”.
Functional Organization
This refers to the organization of a company by a division that brings together all those involved with a certain type of product or customer.
Product or Market Organization
This is appropriate for a large corporation with many product lines in several related industries.
Product or Market Organization
An organizational structure in which each
employee reports both a functional or division manager and to a project or group manager.
Matrix Organization
Refers to a manager’s right to tell subordinates what to do and then see that they do it.
Line authority
A staff specialist’s right to give advice to a
superior.
Staff authority
A specialist’s right to oversee lower-level
personnel involved in that specialty, regardless of where the personnel are in the organization.
Functional authority
