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D-3 > Eng Man : PART 3 > Flashcards

Eng Man : PART 3 Flashcards

1
Q

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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2
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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3
Q

The following are considered as functions of an engineer except

A. Testing
B. Construction
C. Sales
D. Physical Education

A

Physical Education

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4
Q

A function of an engineer 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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5
Q

A function of an engineer where the engineer undertakes the activity of turning a product concept to a finished physical term.

A

Design and Development

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6
Q

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

A

Testing

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7
Q

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

A

Manufacturing

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8
Q

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.

A

Construction

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9
Q

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

A

Sales

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10
Q

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

A

Consultating

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11
Q

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.

A

Government

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12
Q

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

A

Teaching

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13
Q

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

A

Management

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14
Q

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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15
Q

The first step-in Decision-making process is to

A

Diagnose problem

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16
Q

The last step-in decision-making process is to

A

Evaluate and adapt decision results

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17
Q

Refers to evaluation of alternatives using
intuition and subjective judgment.

A

Qualitative Evaluation

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18
Q

Refers to evaluation of alternatives using any technique in a group classified as rational and analytical.

A

Quantitative Evaluation

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19
Q

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

A

Planning

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20
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

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21
Q

The top management of any firm is involved in this type of planning.

A

Strategic Planning

22
Q

Refers to the process of determining the
contributions that subunits can make with allocated resources.

A

Intermediate Planning

23
Q

This type of planning is undertaken by middle management.

A

Intermediate Planning

24
Q

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

A

Operational Planning

25
Q

This type of planning is a responsibility of lower management.

A

Operational Planning

26
Q

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

A

Marketing Plan

27
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

28
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

29
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

30
Q

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

A

Short-range plans

31
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

32
Q

Plans that are used again and again and they focus on managerial situations that recur repeatedly.

A

Standing Plans

33
Q

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

A

Policies

34
Q

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

A

Procedures

35
Q

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

A

Rules

36
Q

Specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.

A

Single-Use Plans

37
Q

A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.

A

Budget

38
Q

A plan designed to coordinate a large set of
activities.

A

Program

39
Q

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

A

Project

40
Q

A management function which refers to the
structuring of resources and activities to accomplish objectives in an efficient and effective manner.

A

Organizing

41
Q

The arrangement or relationship of positions within an organization.

A

Structure

42
Q

This is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.

A

Functional Organization

43
Q

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”.

A

Functional Organization

44
Q

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.

A

Product or Market Organization

45
Q

This is appropriate for a large corporation with many product lines in several related industries.

A

Product or Market Organization

46
Q

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

A

Matrix Organization

47
Q

Refers to a manager’s right to tell subordinates what to do and then see that they do it.

A

Line authority

48
Q

A staff specialist’s right to give advice to a
superior.

A

Staff authority

49
Q

A specialist’s right to oversee lower-level
personnel involved in that specialty, regardless of where the personnel are in the organization.

A

Functional authority

50
Q
A

D-3 (3 decks)

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