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Engineering Management Flashcards

1
Q

Management is:

A

An art

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2
Q

Engineering is:

A

A science

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3
Q

Engineers can become good managers only through
__________.
 A. Experience
 B. Taking master degree in management
 C. Effective career planning
 D. Trainings

A

Effective career planning

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4
Q

If you are an engineer wanting to become a manager,
what will you do?
 A. Develop new talents
 B. Acquire new values
 C. Broaden your point of view
 D. All of the above

A

D. All of the above

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5
Q

When engineer enters management, what is the most
likely problem he finds difficult to acquire?
 A. Learning to trust others
 B. Learning how to work through others
 C. Learning how to take satisfaction in the work
of others
 D. All of the above

A

D. All of the above

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6
Q

What management functions refers to the process of
anticipating problems, analyzing them, estimating their
likely impact and determining actions that will lead to the
desired outcomes and goals?
 A. Planning
 B. Leading
 C. Controlling
 D. Organizing

A

Planning

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7
Q

What management function involves selecting
candidates and training personnel?
 A. Organizing
 B. Staffing
 C. Motivating
 D. Controlling

A

Staffing

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8
Q

What management function involves orienting
personnel in the most effective way and channeling
resources?
 A. Directing
 B. Planning
 C. Organizing
 D. Leading

A

Directing

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8
Q

What refers to the establishing interrelationships
between people and things in such a way that human
and materials resources are effectively focused toward
achieving the goal of the company?
 A. Planning
 B. Leading
 C. Controlling
 D. Organizing

A

Organizing

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9
Q

What refers to the collection of the tolls and
techniques that are used on a predefined set of inputs to
produce a predefined set of outputs?
 A. Project Management
 B. Engineering Management
 C. Management
 D. Planning

A

Project Management

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9
Q

Actual performance normally is the same as the
original plan and therefore it is necessary to check for
deviation and to take corrective action. This action refers
to what management function?
 A. Organizing
 B. Planning
 C. Controlling
 D. Staffing

A

Controlling

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9
Q

Which is NOT an element of project management
process?
 A. Data and information
 B. Research and development
 C. Decision making
 D. Implementation and action

A

Research and development

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10
Q

What refers to management function which is to
encourage others to follow the example set for them,
with great commitment and conviction?
 A. Staffing
 B. Motivating
 C. Controlling
 D. Leading

A

Leading

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11
Q

What refers to a principal function of lower
management which is to instill in the workforce a
commitment and enthusiasm for pursuing the goals of
the organization?
 A. Directing
 B. Motivating
 C. Staffing
 D. Controlling

A

Motivating

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11
Q

What is the most essential attribute of a project
manager?
 A. Leadership
 B. Charisma
 C. Communication skill
 D. Knowledge

A

Leadership

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12
Q

In project management, what provides a simple yet
effective means of monitoring and controlling a project at
each stage of its development?
 A. R & D model
 B. Project feasibility
 C. Life cycle model
 D. All of the above

A

Life cycle model

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13
Q

In project management O & M stands for:
 A. Operation and Manpower
 B. Operation and Maintenance
 C. Operation and Management
 D. Operation and Mission

A

Operation and Maintenance

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13
Q

What project life cycle model is the most relevant for
information technology project?
 A. Morris model
 B. Waterfall model
 C. Incremental release model
 D. Prototype model

A

Waterfall model

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14
Q

In project management, “R & D” stands for:
 A. Retail Distribution
 B. Research and Development
 C. Repair and Develop
 D. Reduce and Deduce

A

Research and Development

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14
Q

Project integration management involves which of
the following processes?
 A. Project plan development
 B. Project plan execution
 C. Integrated change control
 D. Quality planning

A

Quality planning

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14
Q

Project quality management involves all of the
following processes except:
 A. Quality planning
 B. Quality assurance
 C. Quality Control
 D. Quality feature

A

Quality feature

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14
Q

What is defined as an organized method of providing
past, present, and projected information on internal
operations and external intelligence for use in decisionmaking?
 A. Electronic Data Processing Systems
 B. Management Information System
 C. Central Processing System

A

Management Information System

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15
Q

Strategic planning is undertaken in which
management level?
 A. Lower management level
 B. Middle management level
 C. Top management level
 D. Lowest management level

A

Top management level

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15
Q

A project management must be very good in which of
the following skills?
 A. Communication skills
 B. Human relationship skills
 C. Leadership skills
 D. All of the above

A

 D. All of the above

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15
Q

What is the advantage of free-rein style of
leadership?
 A. Little managerial control and high degree of
risk
 B. Time consuming and cost ineffective
 C. Little ideas from subordinate in decisionmaking
 D. All of the above

A

Little managerial control and high degree of risk

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15
Q

Middle management level undertakes what planning
activity?
 A. Intermediate planning
 B. Strategic planning
 C. Operational planning
 D. Direct planning

A

Intermediate planning

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15
Q

The process of partitioning an organization into
subunits to improve efficiency is known as __________.
 A. Division of labor
 B. Segmentation
 C. Departmentalization
 D. Territorialization

A

Departmentalization

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16
Q

For a project manager to achieve his given set of
goals through other people, he must have a good
__________.
 A. Interpersonal skills
 B. Communication skills
 C. Leadership
 D. Decision- making skills

A

Interpersonal skills

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16
Q
  1. If you are appointed as a division manager, your first
    task is most likely to
     A. Set goals
     B. Determine the resources needed
     C. Set a standard
     D. Develop strategies and tactics
A

Set goals

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17
Q

What is defined as the process of planning,
organizing, and controlling operations to reach objective
efficiently and effectively?
 A. General Management
 B. Engineering Management
 C. Production Management
 D. Operations Management

A

Operations Management

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17
Q

What type of conflict do managers encounter when
there is disagreement on issues of territorial power or
hidden agenda?
 A. Technical opinion conflict
 B. Politics
 C. Ambiguous roles
 D. Managerial procedure conflict

A

Politics

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18
Q

By departmentalization of an organization, it
decentralizes __________?
 A. Authority
 B. Responsibility
 C. Accountability
 D. All of the above

A

 A. Authority
 B. Responsibility
 C. Accountability
 D. All of the above

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18
Q

What type of committee companies or corporations
created for a short term purpose only?
 A. Interim committee
 B. Temporary committee
 C. Standing committee
 D. Ad hoc committee

A

Ad hoc committee

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19
Q

What refers to a description of whether the
objectives are accomplished?
 A. Efficiency
 B. Effectiveness
 C. Ability to manage
 D. Decision- making ability

A

Effectiveness

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19
Q

An engineering is required to finish a certain
engineering job in 20 days. He is said to be __________
if he finished the job within the required period of 20
days
 A. Efficient
 B. Effective
 C. Reliable
 D. Qualified

A

Effective

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20
Q

If an engineer provides less input (labor and
materials) to his project and still come out with the same
output, he is said to be more __________.
 A. Managerial skill
 B. Economical
 C. Effective
 D. Efficient

A

Efficient

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20
Q

To determine a qualified applicant, the engineer
manager will subject the applicant to a test that is used
to measure a person’s current knowledge of a subject?
 A. Interest test
 B. Aptitude test
 C. Performance test
 D. Personality test

A

Performance test

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21
Q

When structuring an organization, the engineer
manager must be concerned with the determining the
scope of words and how it is combined in a job. This
refers to __________.
 A. Division of labor
 B. Delegation of authority
 C. Departmentation
 D. Span of control

A

Division of Labor

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21
Q

When a consultant or specialist gives advice to his
superior, he is using what type of authority?
 A. Top authority
 B. Line authority
 C. Staff authority
 D. Functional authority

A

Staff Authority

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22
Q

What type of authority refers to a specialist’s right to
oversee lower level personnel involved in the project
regardless of the personnel’s assignment in the
organization?
 A. Top authority
 B. Line authority
 C. Staff authority
 D. Functional authority

A

Functional authority

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22
Q

What type of training is a combination of on-the-job
training and experience with classroom instruction in
particular subject?
 A. On-the-job training
 B. Vestibule school
 C. Apprenticeship program
 D. In-basket

A

Apprenticeship program

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22
Q

When structuring an organization, the engineer must
be concerned with the grouping of related jobs, activities,
or processes into major organizational subunits. This
refers to:
 A. Division of labor
 B. Delegation of authority
 C. Departmentation
 D. Span of control

A

Departmentation

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22
Q

Which technique will the manager use when
evaluating alternative using qualitative evaluation?
 A. Comparison technique
 B. Intuition and subjective judgment
 C. Rational technique
 D. Analytical technique

A

Intuition and subjective judgment

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22
Q

Which technique will the manager use when
evaluating alternative using quantitative evaluation?
 A. Rational and analytical techniques
 B. Intuition and subjective judgment
 C. Comparison in number technique
 D. Cost analysis

A

Rational and analytical techniques

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22
Q

What refers to the strategic statement 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. Corporate mission
 B. Corporate vision
 C. Corporate character
 D. Corporate identity

A

Corporate mission

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23
Q

What refers to a process of influencing and
supporting others to work enthusiastically toward
achieving objectives?
 A. Power
 B. Leadership
 C. Teamwork
 D. Charisma

A

Power

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23
Q

What describes how to determine the number of
service units that will minimize both customer’s waiting
time and cost of service?
 A. Queuing theory
 B. Network model
 C. Sampling theory
 D. Simulation

A

Queuing theory

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24
Q

What refers to the rational way to conceptualize,
analyze and solve problems in situations involving
limited or partial information about the decision
environment?
 A. Sampling theory
 B. Linear programming
 C. Decision theory
 D. Simulation

A

Decision theory

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24
Q

What is 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 theory
 B. Linear programming
 C. Statistical decision theory
 D. Simulation

A

Sampling theory

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25
Q

The engineer manager must be concern with the
needs of his human resources. What refers to the need
of the employees for food, drinks, and rest?
 A. Physiological need
 B. Security need
 C. Esteem need
 D. Self - actualization need

A

Physiological need

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26
Q

What refers to the learning that is provided in order
to improve performance on the present job?
 A. Training
 B. Development
 C. Vestibule
 D. Specialized courses

A

Training

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26
Q

What technique is best suited for projects that
contain many repetitions of some standard activities?
 A. Benchmark job technique
 B. Parametric technique
 C. Modular technique
 D. Non- modular technique

A

Benchmark job technique

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27
Q

What type of organization structure in which each
project is assigned to a single organizational unit and the
various functions are performed by personnel within the
unit?
 A. Functional organization
 B. Territorial organization
 C. Process organization
 D. Product organization

A

D. Product organization

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28
Q

What organizational structure is based on the
assumption that each unit should specialize in a specific
functional area and perform all of the tasks that require
its expertise?
 A. Functional organization
 B. Territorial organization
 C. Process organization
 D. Product organization

A

A. Functional organization

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29
Q

What organizational structure provides a sound basis
for balancing the use of human resources and skills?
 A. Functional organization
 B. Matrix organization
 C. Process organization
 D. Product organization

A

Matrix organization

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29
Q

In which type of organization where the structure can
lead to a “dual boss” phenomenon?
 A. Functional organization
 B. Matrix organization
 C. Process organization
 D. Product organization

A

Matrix organization

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29
Q

Which one is a disadvantage of a matrix
organization?
 A. Dual accountability of personnel
 B. Conflicts between project and functional
managers
 C. Profit-and-loss accountability difficult
 D. Inefficient use of specialist

A

Inefficient use of specialist

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30
Q

Which one is an advantage of a functional
organization?
 A. Efficient use of technical personnel
 B. Rapid reaction time possible
 C. Career continuity and growth of technical
personnel
 D. Good technology transfer between projects

A

Rapid reaction time possible

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30
Q

Which one is an advantage of a matrix organization?
 A. Rapid reaction organization
 B. Adaptation to changing environment
 C. State-of-the-art technology
 D. Better utilization of resources

A

Rapid reaction organization

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30
Q

Which one is a disadvantage of a projectized
organization?
 A. Uncertain technical direction
 B. Inefficient use of specialist
 C. Insecurity regarding future job assignments
 D. Slower work flow

A

Slower work flow

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30
Q

Which one is an advantage projectized organization?
 A. Efficient use of technical personnel
 B. Good project schedule and cost control
 C. Single point for customer contact
 D. Rapid reaction time possible

A

Efficient use of technical personnel

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31
Q

What is NOT a factor to be taken into consideration
when selecting an organizational structure for managing
projects?
 A. Overhead cost
 B. Type of technology used
 C. Location of the project
 D. Level of uncertainty in projects

A

Location of the project

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31
Q

In what type of organization where a project
manager is held responsible for completion of the project
and is often assigned a budget?
 A. Functional organization
 B. Matrix organization
 C. Projectized organization
 D. Project coordinated organization

A

Matrix organization

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31
Q

Which one is disadvantage of a functional
organization?
 A. Weak customer interface
 B. Weak project authority
 C. Inefficient use of specialist
 D. Slower work flow

A

Inefficient use of specialist

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31
Q

In selecting an organizational structure, which of the
following is not a criterion?
 A. Finance and accounting
 B. Customer relation
 C. Location
 D. Technology

A

Location

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32
Q

If a project have multidimensional goals, the project
manager often use his __________ to reach a
compromise solution.
 A. Leadership
 B. Tradeoff analysis skill
 C. Authority
 D. Decision-making skill

A

Tradeoff analysis skill

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32
Q

What is the major activity of the project support
office?
 A. Administrative support for projects
 B. Support for tools and techniques
 C. Overall project management support
 D. Project management via the internet

A

Administrative support for projects

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32
Q

Who is responsible for ensuring that the project is
completed successfully as measured by time, cost,
performance and stakeholder satisfaction?
 A. Functional manager
 B. Project manager
 C. Chief engineer
 D. Department supervisor

A

Project manager

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33
Q

What is the major activity of the project office?
 A. Administrative support for projects
 B. Support for tools and techniques
 C. Overall project management support
 D. Project management via internet

A

Overall project management support

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33
Q

What is an important tool for the design and
implementation of the project’s work content?
 A. Linear responsibility chart
 B. Gantt chart
 C. Life cycle model
 D. Project design chart

A

Linear responsibility chart

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33
Q

What chart summarizes the relationships between
project stakeholders and their responsibilities in each
project element?
 A. Linear responsibility chart
 B. Matrix responsibility chart
 C. Responsibility interface matrix
 D. All of the above

A

All of the above

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34
Q

What network model enables engineer managers to
schedule, monitor, and control large and complex
projects by employing three time estimate for each
activity?
 A. Forecasting
 B. Critical path method
 C. Program evaluation review technique
 D. Simulation

A

Program evaluation review technique

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34
Q

What network model enables engineer managers to
schedule, monitor, and control large and complex
projects by using only one time factor per activity?
 A. Forecasting
 B. Critical path method
 C. Program evaluation review technique
 D. Simulation

A

Critical path method

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34
Q

For a project manager to have an effective means of
identifying and communicating the planned activities and
their interrelationships, he must use a network
technique. One of the network techniques is commonly
known as CPM. What does CPM stands for?
 A. Critical plan method
 B. Critical path method
 C. Critical project method
 D. Coordinated plan method

A

Critical path method

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35
Q

For a project manager to have an efficient means of
identifying and communicating the planned activities and
their interrelationships, he must use a network
technique. One of the network techniques is commonly
known as PERT. What does Pert stands for?
 A. Project evaluation review technique
 B. Program evaluation review technique
 C. Path evaluation review technique
 D. Program execution review technique

A

Program evaluation review technique

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35
Q

What is the benefit of using PERT/CPM network as
integral component of project management?
 A. They furnish a consistent framework for
planning, scheduling, monitoring and controlling
project.
 B. They illustrate the interdependencies of all
tasks
 C. They can be used to estimate the expected
project completion dares as well as the
probability that the project will be completed by a
specific date
 D. All of the above

A

All of the above

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36
Q

In what year was PERT developed?

A

1958

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36
Q

The CPM was developed by Rand and Walker in
what year?

A

1957

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37
Q

In Morris life cycle model, a project is divided into
how many stages to be performed in sequence?

A

4

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37
Q

Risk management is:
 A. Risk avoidance
 B. Controlling risk
 C. To gain opportunities
 D. All of the above

A

Controlling Risk

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37
Q

What is the first stage in the life cycle of a project
using Morris model?
 A. Planning and design
 B. Feasibility
 C. Production
 D. Turnover and startup

A

Feasibility

38
Q

What technique a manager must use if he decides to
absorb the risk in the project?
 A. Create buffer in the form of management
reserve or extra time in schedule
 B. Use a different technology
 C. Use a different supplier
 D. Buying insurance

A

Create buffer in the form of management
reserve or extra time in schedule

38
Q

Buying insurance is a form of:
 A. Risk elimination
 B. Risk reduction
 C. Risk sharing
 D. Risk absorption

A

Risk Sharing

39
Q

What refers to any technique used either to minimize
the probability of an accident or to mitigate its
consequences?
 A. Reliability management
 B. Risk management
 C. Quality assurance management
 D. Project assurance management

A

Risk management

39
Q

Who is responsible for running a department so that
all his customers are served efficiently and effectively?
 A. Area manager
 B. Sales manager
 C. Functional manager
 D. Project manager

A

Functional manager

39
Q

What refers to the techniques that encompass risk
assignment and the inclusive evaluation of risk, costs
and benefits of alternative projects or policies?
 A. Risk management
 B. Risk-benefit analysis
 C. Benefit management
 D. Uncertainty analysis

A

Risk-benefit analysis

39
Q

What is measured by the amount of resources that a
manager can allocate without the need to get an
approval from his or her manager?
 A. Responsibility
 B. Leadership
 C. Authority
 D. Tradeoff skill

A

Authority

40
Q

What is defined as a course of action aimed at
ensuring that the organization will achieve its objectives?
 A. Goal
 B. Strategy
 C. Program
 D. Plan

A

Strategy

40
Q

When there is a degradation of service provided by
the company to clients, it is a sign that the engineer
manager in-charge:
 A. Lacks leadership skill
 B. Has inadequate control
 C. Has poor organization
 D. Has no proper planning

A

Has inadequate control

41
Q

What principal element of uncertainty refers to a
measure of the relevance of available information to the
problem at hand?
 A. Statistical confidence
 B. Tolerance
 C. Incompleteness of the data
 D. Ambiguity in modeling the problem

A

Tolerance

42
Q

One of the mnemonic management tool used is the
SMEAC. What does the acronym SMEAC stands for?

A

Situation, Mission, Execution, Administration,
Communication

42
Q

In the management tools, SMEAC, where A stands
for administration, which is the appropriate question will
the manager ask?
 A. What do we need to get it done?
 B. What are we aiming to do?
 C. How are we going to do it?
 D. What is the operation environment?

A

What do we need to get it done?

43
Q

In project management, what is usually the first step
underlying in the process of performing a project?
 A. Select appropriate performance measures
 B. Define the goals of the project and their
relative importance
 C. Identify a need for a product or service
 D. Develop a technological concept

A

Identify a need for a product or service

44
Q

In the process of performing a project, after the need
for a product or service is identified, what is usually the
next step?
 A. Define the goals of the project and their
relative importance
 B. Develop a budget
 C. Develop a schedule
 D. Develop the technological concept

A

Define the goals of the project and their
relative importance

45
Q

What is usually the last step in the process of
performing a project?
 A. Select appropriate performance measures
 B. Implement a plan
 C. Monitor and control the project
 D. Evaluate project success

A

Evaluate project success

45
Q

To consider the consequence of uncertainly on
project management, laws on project management are
developed. One of which is “A careless planned project
will take __________ times longer to complete than
expected”.

A

3

46
Q

In the typical functional organization hierarchy, the
chief engineer is under the __________.
 A. Finance manager
 B. Manufacturing manager
 C. General manager
 D. Marketing manager

A

General Manager

47
Q

What is a diagram of the organization’s official
positions and formal lines of authority called?
 A. Organization chart
 B. Authority chart
 C. Policy chart
 D. Control chart

A

Organization Chart

47
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
 B. Planning
 C. Organizing
 D. Supervision

A

Management

48
Q

What is defined as the process of identifying and
choosing alternative courses of action in a manner
appropriate to the demands of the situations?
 A. Sampling theory
 B. Alternative-analysis
 C. Problem-solving
 D. Decision-making

A

Decision Making

49
Q

What refers to the activity of incorporating the
technical know how with the ability to organize and
coordinate workforce, materials, equipment and all other
resources including money?
 A. Engineering management
 B. Engineering technology
 C. Technical manger
 D. General management

A

Engineering Management

50
Q

Refers to the activity combining “technical
knowledge with the ability to organize and coordinate
worker power, materials, machinery, and money.”
 A. Engineering Management
 B. Engineering Materials
 C. Engineering Organization
 D. Engineering Club

A

Engineering Management

50
Q

The following are considered as functions of an
engineer except
 A. Testing
 B. Construction
 C. Sales
 D. Physical Education

A

Physical Education

50
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
 B. Design and Development
 C. Testing
 D. Manufacturing

A

Research

51
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
 B. Sales
 C. Consulting
 D. Government

A

Construction

51
Q

A function of an engineer where the engineer
undertakes the activity of turning a product concept to a
finished physical term.
 A. Research
 B. Manufacturing
 C. Testing
 D. Design and Development

A

Design and Development of

51
Q

A function of an engineer where the engineer works
in a unit where new products or parts are tested for
workability.
 A. Research
 B. Design and Development
 C. Testing
 D. Manufacturing

A

Testing

52
Q

A function of an engineer where the engineer is
directly in charge of production personnel or assumes
responsibility for the product.
 A. Research
 B. Design and Development
 C. Testing
 D. Manufacturing

A

Manufacturing

53
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
 B. Engineering Management
 C. Initiative
 D. Problem solving

A

Decision Making

54
Q

The first step in Decision making process is to
 A. Analyze environment
 B. Diagnose problem
 C. Make a choice
 D. Articulate problem or opportunity

A

Diagnose Problem

54
Q

The last step in decision making process is to
 A. Analyze environment
 B. Make a choice
 C. Diagnose problem
 D. Evaluate and adapt decision results

A

Evaluate and adapt decision results

54
Q

Refers to evaluation of alternatives using intuition
and subjective judgment.
 A. Quantitative evaluation
 B. Qualitative evaluation
 C. Relative evaluation
 D. Subjective evaluation

A

Qualitative Evaluation

55
Q

Refers to the management function that involves
anticipating future trends and determining the best
strategies and tactics to achieve organizational
objectives.
 A. Management
 B. Planning
 C. Organizing
 D. Supervision

A

Planning

56
Q

Refers to evaluation of alternatives using any
technique in a group classified as rational and analytical.
 A. Quantitative evaluation
 B. Qualitative evaluation
 C. Relative evaluation
 D. Subjective evaluation

A

Quantitative evaluation

57
Q

The top management of any firm is involved in this type of planning.
 A. Operational Planning
 B. Intermediate Planning
 C. Strategic planning
 D. Secondary Planning

A

Strategic planning

57
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. Operational Planning
 B. Intermediate Planning
 C. Strategic planning
 D. Secondary Planning

A

Strategic planning

58
Q

Refers to the process of determining the
contributions that subunits can make with allocated
resources.
 A. Operational Planning
 B. Intermediate Planning
 C. Strategic planning
 D. Secondary Planning

A

Intermediate Planning

58
Q

This type of planning is undertaken by middle
management.
 A. Operational Planning
 B. Intermediate Planning
 C. Strategic planning
 D. Secondary Planning

A

Intermediate Planning

59
Q

This type of planning is a responsibility of lower
management.
 A. Operational Planning
 B. Intermediate Planning
 C. Strategic planning
 D. Secondary Planning

A

Operational Planning

59
Q

Refers to the process of determining how specific
tasks can best be accomplished on time with available
resources.
 A. Operational Planning
 B. Intermediate Planning
 C. Strategic planning
 D. Secondary Planning

A

Operational Planning

59
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
 B. Financial Plan
 C. Production Plan
 D. Short-range plans

A

Marketing Plan

60
Q

This is a written document that states the quantity
of output a company must produce in broad terms and
by product family.
 A. Marketing Plan
 B. Financial Plan
 C. Production Plan
 D. Short-range plans

A

Production Plan

60
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. Construction
 B. Government
 C. Consulting
 D. Sales

A

Sales

60
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. Construction
 B. Sales
 C. Government
 D. Consulting

A

Government

60
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. Marketing Plan
 B. Financial Plan
 C. Production Plan
 D. Short-range plans

A

Financial Planning

60
Q

A function of an engineer where the engineer works
as consultant of any individual or organization requiring
his services.
 A. Construction
 B. Sales
 C. Consulting
 D. Government

A

Consulting

61
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. Marketing Plan
 B. Financial Plan
 C. Production Plan
 D. Human Resource Management Plan

A

Human Resource Management Plan

61
Q

These are plans that describe the exact series of
actions to be taken in a given situation.
 A. Policies
 B. Procedures
 C. Guidelines
 D. Rules

A

Procedures

61
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
 B. Government
 C. Management
 D. Consulting

A

Teaching

61
Q

A function of an engineer where the engineer is
assigned to manage groups of people performing
specific tasks.
A. Teaching
B. Government
C. Management
D. Consulting

A

Management

62
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
 B. Long-range plans
 C. Standing Plans
 D. Single-Use Plans

A

Short Range plans

62
Q

These are broad guidelines to aid managers at
every level in making decisions about recurring
situations or function.
 A. Policies
 B. Procedures
 C. Guidelines
 D. Rules

A

Policies

63
Q

These are plans covering a time span of more than
one year. These are mostly undertaken by middle and
top management.
 A. Short-range plans
 B. Long-range plans
 C. Standing Plans
 D. Single-Use Plans

A

Long Range plans

64
Q

Specifically developed to implement courses of
action that are relatively unique and are unlikely to be
repeated.
 A. Short-range plans
 B. Long-range plans
 C. Standing Plans
 D. Single-Use Plans

A

Single Use Plans

64
Q

A management function which refers to the
structuring of resources and activities to accomplish
objectives in an efficient and effective manner.
 A. Organizing
 B. Planning
 C. Supervising
 D. Structure

A

Organizing

64
Q

A plan which sets forth the projected expenditure for
a certain activity and explains where the required funds
will come from.
 A. Project
 B. Budget
 C. Program
 D. Financial Statement

A

Budget

64
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
 B. Product or Market Organization
 C. Matrix Organization
 D. Divisible Organization

A

Functional Organization

64
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. Functional Organization
 B. Product or Market Organization
 C. Matrix Organization
 D. Divisible Organization

A

Product or Market Organization

64
Q

Plans that are used again and again and they focus
on managerial situations that recur repeatedly.
 A. Short-range plans
 B. Long-range plans
 C. Standing Plans
 D. Single-Use Plans

A

Standing plans

64
Q

These are statements that either require or forbid a
certain action.
 A. Policies
 B. Procedures
 C. Guidelines
 D. Rules

A

Rules

65
Q

A plan that is usually more limited in scope than a
program and is sometimes prepared to support a
program.
 A. Project
 B. Budget
 C. Program
 D. Financial Statement

A

Project

65
Q

A plan designed to coordinate a large set of
activities.
 A. Project
 B. Budget
 C. Program
 D. Financial Statement

A

Program

65
Q

This is appropriate for a large corporation with
many product lines in several related industries.
 A. Functional Organization
 B. Product or Market Organization
 C. Matrix Organization
 D. Divisible Organization

A

Product or Market Organization

66
Q

The arrangement or relationship of positions within
an organization.
 A. Organizing
 B. Planning
 C. Supervising
 D. Structure

A

Structure

66
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
 B. Product or Market Organization
 C. Matrix Organization
 D. Divisible Organization

A

Functional Organization

67
Q

A specialist’s right to oversee lower level personnel
involved in that specialty, regardless of where the
personnel are in the organization.
 A. Line authority
 B. Staff authority
 C. Functional authority
 D. Head authority

A

Functional Authority

67
Q

An organizational structure in which each employee
reports both a functional or division manager and to a
project or group manager.
 A. Functional Organization
 B. Product or Market Organization
 C. Matrix Organization
 D. Divisible Organization

A

Matrix Organization

67
Q

A staff specialist’s right to give advice to a superior.
 A. Line authority
 B. Staff authority
 C. Functional authority
 D. Head authority

A

Staff Authority

67
Q

Defined as the management function that
determines human resource needs, recruits, selects, trains, and develops human resources for jobs created
by an organization.
 A. Resourcing
 B. Recruitment
 C. Hiring
 D. Staffing

A

Staffing

67
Q

Refers to a manager’s right to tell subordinates
what to do and then see that they do it.
 A. Line authority
 B. Staff authority
 C. Functional authority
 D. Head authority

A

Line Authority

68
Q

A means of conveying message through body
language, as well as the use of time, space, touch,
clothing, appearance and aesthetic elements.
 A. Verbal
 B. Oral
 C. Written
 D. Nonverbal

A

Nonverbal communication

68
Q

The following are considered as factors contributing
to motivation except:
 A. Willingness to do a job
 B. Self-confidence in carrying out a task
 C. Needs satisfaction
 D. Inferiority complex

A

Inferiority Complex

68
Q

A committee created for a short-term purpose and
have a limited life.
 A. Ad hoc committee
 B. Standing committee
 C. Sinking committee
 D. Midget committee

A

Ad hoc committee

68
Q

A permanent committee that deals with issues on
an ongoing basis.
 A. Ad hoc committee
 B. Standing committee
 C. Sinking committee
 D. Midget committe

A

Standing Committee

69
Q

An assessment of future human resource needs in
relation to the current capabilities of the organization.
 A. Forecasting
 B. Control
 C. Programming
 D. Recruitment

A

Forecasting

69
Q

It is a management function which involves
influencing others to engage in the work behaviors
necessary to reach organizational goals.
 A. Sales talk
 B. Motivation
 C. Leading
 D. Commanding

A

Leading

69
Q

A person who occupies a higher position has power
over persons in lower positions within the organization.
This describes:
 A. Legitimate power
 B. Referent power
 C. Coercive power
 D. Reward power

A

Legitimate power

69
Q

Which of the following is not a trait of an effective
leader:
 A. A high level of personal drive
 B. Knowledge of the company, industry or
technology
 C. Charisma
 D. Greedy

A

Greedy

69
Q

Refers to the process of ascertaining whether
organizational objectives have been achieved and
determining what activities should then be taken to
achieve objectives better in the future.
 A. Planning
 B. Controlling
 C. Evaluation
 D. Inspection

A

Inspection

69
Q

When a person compels with orders through treats
or punishment.
 A. Legitimate power
 B. Referent power
 C. Coercive power
 D. Reward power

A

Coercive power

69
Q

A type of controlling when the operations are
already ongoing and activities to detect variances are
made.
 A. Feed forward control
 B. Preventive control
 C. Concurrent control
 D. Feedback control

A

Concurrent control

70
Q

Refers to translation of the forecasted human
resource needs to personnel objectives and goals.
 A. Forecasting
 B. Control
 C. Programming
 D. Recruitment

A

Programming

70
Q

Refers to any process that accepts inputs and uses
resources to change those inputs in useful ways.
 A. Operation
 B. Production
 C. Construction
 D. Creation

A

Operation

70
Q

The process of planning, organizing, and controlling
operations to reach objectives efficiently and effectively.
 A. Planning
 B. Operations management
 C. Evaluation management
 D. Backboning

A

Operations management

70
Q

This refers to monitoring human resource action
plans and evaluating their success.
 A. Forecasting
 B. Evaluation and Control
 C. Programming
 D. Recruitment

A

Evaluation and Control

71
Q

Refers to the act of choosing from those that are
available than individuals most likely to succeed on the
job.
 A. Forecasting
 B. Evaluation and Control
 C. Selection
 D. Training

A

Selection

71
Q

The phase of production control involved in
developing timetables that specify how long each
operation in the production process takes.
 A. Plotting
 B. Scheduling
 C. Timetable
 D. Anticipating

A

Scheduling

71
Q

Refers to the approach that seeks efficiency of
operation through integration of all material acquisition,
movement, and storage activities in the firm.
 A. Work
 B. Quality Control
 C. Inventory Control
 D. Purchasing and Materials Management

A

Purchasing and Materials Management

71
Q

Refers to attracting qualified persons to apply for
vacant positions in the company so that those who are
best suited to serve the company may be selected.
 A. Forecasting
 B. Evaluation and Control
 C. Programming
 D. Recruitment

A

REcruitment

72
Q

The process of determining the physical
arrangement of the production system.
 A. Work-Flow Layout
 B. Quality Control
 C. Inventory Control
 D. Purchasing and Materials Management

A

Work Flow Layout

72
Q

In this staffing procedure, the new employee is
provided with the necessary information about the
company and will be introduced to the immediate
working environment and co-workers.
 A. Performance Appraisal
 B. Induction and Orientation
 C. Training and Development
 D. Monetary Rewards

A

Induction and Orientation

72
Q

A group of activities designed to facilitate and
expedite the selling of goods and services.
 A. Advertisement
 B. Commercial
 C. Marketing
 D. Sales

A

Marketing

72
Q

The four P’s of marketing are the following except:
 A. Product
 B. Price
 C. Promotion
 D. Publicity

A

Publicity

72
Q

Refers to the learning that is provided in order to
improve performance on the present job.
 A. Performance Appraisal
 B. Induction and Orientation
 C. Training and Development
 D. Monetary Rewards

A

Training and Development

72
Q

Refers to the money or other considerations
exchanged for the purchase or use of the product, idea,
or service.
 A. Product
 B. Price
 C. Promotion
 D. Place

A

Price

72
Q

Refers to a movement by a person into a position of
higher pay and greater responsibilities and which is
given as a reward for competence and ambition.
 A. Monetary reward
 B. Promotion
 C. Demotion
 D. Transfer

A

Promotion

73
Q

The movement of a person to a different job at the
same or similar level of responsibility in the organization.
 A. Monetary reward
 B. Promotion
 C. Demotion
 D. Transfer

A

Transfer

74
Q

The movement from one position to another which
has less pay or responsibility attached to it. It is used as
a form of punishment or as a temporary measure to
keep an employee until he is offered a higher position.
 A. Separation
 B. Promotion
 C. Demotion
 D. Transfer

A

Demotion

75
Q

Either a voluntary or involuntary termination of an
employee.
 A. Separation
 B. Transfer
 C. Termination
 D. Demotion

A

Separation

75
Q

A process of sharing information through symbols,
including words and message.
 A. Counseling
 B. Communication
 C. Hypnotism
 D. Language

A

Communication

75
Q

Refers to the process of activating behavior,
sustaining it, and directing it toward a particular goal.
 A. Suppression
 B. Motivation
 C. Praising
 D. Unification

A

Motivation

76
Q

Function of communication that can be used for
decision-making at various work levels in the
organization.
 A. Information Function
 B. Emotive Function
 C. Motivation Function
 D. Control Function

A

Infromation Functional Assessment

76
Q

The following are considered theories of Motivation
except:
 A. Maslow’s Needs Hierarchy Theory
 B. Expectancy Theory
 C. Herzberg’s Two-Factor Theory
 D. Gagarin’s Theory

A

Gagarin’s Theory

76
Q

A function of communication used as a means to
motivate employees to commit themselves to the
organizations objectives.
 A. Information Function
 B. Emotive Function
 C. Motivation Function
 D. Control Function

A

Motivation Function

77
Q

Function of communication that deals when feelings
are repressed in the organization, employees are
affected by anxiety, which, in turn, affects performance.
 A. Information Function
 B. Emotive Function
 C. Motivation Function
 D. Control Function

A

Emotive Function

77
Q

A form of communication transmitted through
hearing or sight.
 A. Verbal
 B. Oral
 C. Written
 D. Nonverbal

A

Verbal

78
Q

When a person has the ability to give rewards to
anybody who follows orders or requests, it termed as:
 A. Legitimate power
 B. Referent power
 C. Coercive power
 D. Reward power

A

Reward power

78
Q

When a person can get compliance from another
because the latter would want to be identified with the
former.
 A. Legitimate power
 B. Referent power
 C. Coercive power
 D. Reward power

A

Referent power

78
Q

A type of controlling when the management
anticipates problems and prevents their occurrence.
 A. Feed forward control
 B. Preventive control
 C. Concurrent control
 D. Feedback control

A

Feed forward control

79
Q

A type of controlling when information is gathered
about a completed activity, and in order that evaluation
and steps for improvement are derived.
 A. Feed forward control
 B. Preventive control
 C. Concurrent control
 D. Feedback control

A

feedback control

79
Q

A process of creating a set of product specifications
appropriate to the demands of the situation.
 A. Product Design
 B. Blueprinting
 C. Product planning
 D. Conceptualizing

A

Product design

80
Q

The process of establishing and maintaining
appropriate levels of reserve stocks of goods.
 A. Work-Flow Layout
 B. Quality Control
 C. Inventory Control
 D. Purchasing and Materials Management

A

Inventory control

80
Q

Refers to forecasting the future sales of a given
product, translating this forecast into the demand it
generates for various production facilities, and arranging
for the procurement of these facilities.
 A. Product Design
 B. Blueprinting
 C. Product planning
 D. Conceptualizing

A

Product planning

80
Q

Refers to the measurement of products or services
against standards set by the company.
 A. Work-Flow Layout
 B. Quality Control
 C. Inventory Control
 D. Purchasing and Materials Management

A

Quality Control

80
Q

It includes the tangible (or intangible) item and its capacity to satisfy a specified need.
 A. Product
 B. Price
 C. Promotion
 D. Place

A

Product

81
Q

An important factor for a company to locate in
places where they can be easily reached by their
customers.
 A. Product
 B. Price
 C. Promotion
 D. Place

A

Place

82
Q

Defined as communicating information between
seller and potential buyer to influence attitudes and
behavior.
 A. Product
 B. Price
 C. Promotion
 D. Place

A

PRomotion

83
Q

A more aggressive means of promoting the sales of
a product or service.
 A. Advertising
 B. Publicity
 C. Sales promotion
 D. Personal selling

A

Personal selling

84
Q

A type of promotion where a paid message appears
in mass media for the purpose of informing or
persuading people about particular products, services,
beliefs, or action.
 A. Advertising
 B. Publicity
 C. Sales promotion
 D. Personal selling

A

Advertising

84
Q

The promotional tool that publishes news or
information about a product, service, or idea on behalf of
a sponsor but is not paid for by the sponsor.
 A. Advertising
 B. Publicity
 C. Sales promotion
 D. Personal selling

A

Publicity

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