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Day 3 > Engineering Management > Flashcards

Engineering Management Flashcards

1
Q

Engineers can become good managers only through __________.

A

Effective career planning

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2
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

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3
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

Organizing

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4
Q

What management function involves selecting candidates and training personnel?

A

Staffing

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5
Q

What management function involves orienting personnel in the most effective way and channeling
resources?

A

Directing

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6
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

Controlling

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7
Q

What refers to management function which is to encourage others to follow the example set for them,
with great commitment and conviction?

A

Leading

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8
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

Motivating

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9
Q

What refers to the collection of the tools and techniques that are used on a predefined set of inputs to
produce a predefined set of outputs?

A

Project Management

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10
Q

Which is NOT an element of project management process?

A

Research and development

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11
Q

What is the most essential attribute of a project manager?

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

Life cycle model

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13
Q

What project life cycle model is the most relevant for information technology project?

A

Waterfall Model

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14
Q

A more aggressive means of promoting the sales of a product or service.

A

Personal selling

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15
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

Publicity

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16
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

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17
Q

Defined as communicating information between seller and potential buyer to influence attitudes and
behavior.

A

Promotion

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18
Q

An important factor for a company to locate in places where they can be easily reached by their customers.

A

Place

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19
Q

Refers to the money or other considerations exchanged for the purchase or use of the product, idea, or service.

A

Price

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20
Q

It includes the tangible (or intangible) item and its capacity to satisfy a specified need.

A

Product

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21
Q

The four P’s of marketing are the following except:

A

Publicity

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22
Q

A group of activities designed to facilitate and expedite the selling of goods and services.

A

Marketing

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23
Q

Refers to the measurement of products or services against standards set by the company.

A

Quality Control

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24
Q

The process of determining the physical arrangement of the production system.

A

Work-Flow Layout

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25
Q

The process of establishing and maintaining appropriate levels of reserve stocks of goods.

A

Inventory Control

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26
Q

Refers to the approach that seeks efficiency of operation through integration of all material acquisition, movement, and storage activities in the firm.

A

Purchasing and Materials Management

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27
Q

The phase of production control involved in developing timetables that specify how long each operation in the production process takes.

A

Scheduling

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28
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 Planning

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29
Q

A process of creating a set of product specifications appropriate to the demands of the situation.

A

Product Design

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30
Q

The process of planning, organizing, and controlling operations to reach objectives efficiently and effectively.

A

Operations Management

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31
Q

Refers to any process that accepts inputs and uses resources to change those inputs in useful ways.

A

Operation

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32
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

Feedback control

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33
Q

A type of controlling when the operations are already ongoing and activities to detect variances are made.

A

Concurrent Control

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34
Q

A type of controlling when the management anticipates problems and prevents their occurrence.

A

Feed forward control

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35
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

Inspection

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36
Q

When a person can get compliance from another because the latter would want to be identified with the former.

A

Referent Power

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37
Q

When a person compels with orders through treats or punishment.

A

Coercive power

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38
Q

When a person has the ability to give rewards to anybody who follows orders or requests, it termed as:

A

Reward power

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39
Q

Project integration management involves which of the following processes?

A

Quality Planning

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40
Q

Project quality management involves all of the following processes except:

A

Quality feature

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41
Q

What is defined as an organized method of providing past, present, and projected information on internal operations and external intelligence for use in decision-making?

A

Management Information System

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42
Q

Middle management level undertakes what planning activity?

A

Intermediate Planning

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43
Q

Strategic planning is undertaken in which management level?

A

Top Management Level

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44
Q

What is the advantage of free-rein style of leadership?

A

Little managerial control and high degree of risk

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45
Q

If you are appointed as a division manager, your first task is most likely to

A

Set goals

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46
Q

What is defined as the process of planning, organizing, and controlling operations to reach objective efficiently and effectively?

A

Operations Management

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47
Q

For a project manager to achieve his given set of goals through other people, he must have a good __________.

A

Interpersonal skills

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48
Q

What type of conflict do managers encounter when there is disagreement on issues of territorial power or hidden agenda?

A

Politics

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49
Q

The process of partitioning an organization into subunits to improve efficiency is known as __________.

A

Departmentalization

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50
Q

What type of committee companies or corporations created for a short term purpose only?

A

Ad hoc committee

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51
Q

What refers to a description of whether the objectives are accomplished?

A

Effectiveness

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52
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

Effective

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53
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

Efficient

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54
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

Performance test

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55
Q

What type of training is a combination of on-the-job training and experience with classroom instruction in particular subject?

A

Apprenticeship program

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56
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

Functional authority

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57
Q

When a consultant or specialist gives advice to his superior, he is using what type of authority?

A

Staff authority

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58
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

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59
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

Departmentation

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60
Q

Which technique will the manager use when evaluating alternative using qualitative evaluation?

A

Intuition and subjective judgment

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61
Q

Which technique will the manager use when evaluating alternative using quantitative evaluation?

A

Rational and analytical techniques

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62
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

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63
Q

What refers to a process of influencing and supporting others to work enthusiastically toward achieving objectives?

A

Leadership

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64
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

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65
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

Decision theory

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66
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

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67
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

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68
Q

A person who occupies a higher position has power over persons in lower positions within the organization. This describes:

A

Legitimate power

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69
Q

It is a management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.

A

Leading

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70
Q

The following are considered theories of Motivation except:

A

Gagarin’s Theory

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71
Q

The following are considered as factors contributing to motivation except:

A

Inferiority complex

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72
Q

Refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.

A

Motivation

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73
Q

A means of conveying message through body language, as well as the use of time, space, touch, clothing, appearance and aesthetic elements.

A

Nonverbal

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74
Q

A form of communication transmitted through hearing or sight.

A

Verbal

75
Q

Function of communication that deals when feelings are repressed in the organization, employees are affected by anxiety, which, in turn, affects performance.

A

Emotive function

76
Q

A function of communication used as a means to motivate employees to commit themselves to the organizations objectives.

A

Motivation function

77
Q

Function of communication that can be used for decision-making at various work levels in the organization.

A

Information function

78
Q

A process of sharing information through symbols, including words and message.

A

Communication

79
Q

Either a voluntary or involuntary termination of an employee.

A

Separation

80
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

Demotion

81
Q

The movement of a person to a different job at the same or similar level of responsibility in the organization.

A

Transfer

82
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

Promotion

83
Q

Refers to the learning that is provided in order to improve performance on the present job.

A

Training and Development

84
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

Introduction and Orientation

85
Q

Refers to the act of choosing from those that are available than individuals most likely to succeed on the job.

A

Selection

86
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

Recruitment

87
Q

This refers to monitoring human resource action plans and evaluating their success.

A

Evaluation and Control

88
Q

Refers to translation of the forecasted human resource needs to personnel objectives and goals.

A

Programming

89
Q

An assessment of future human resource needs in relation to the current capabilities of the organization.

A

Forecasting

90
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

Staffing

91
Q

A permanent committee that deals with issues on an ongoing basis.

A

Standing Committee

92
Q

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

A

Ad hoc Committee

93
Q

What refers to the learning that is provided in order to improve performance on the present job?

A

Training

94
Q

What technique is best suited for projects that contain many repetitions of some standard activities?

A

Benchmark job technique

95
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

96
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

Product Organization

97
Q

What organizational structure provides a sound basis for balancing the use of human resources and skills?

A

Matrix Organization

98
Q

In which type of organization where the structure can lead to a “dual boss” phenomenon?

A

Matrix Organization

99
Q

Which one is an advantage of a matrix organization?

A

Rapid reaction organization

100
Q

Which one is a disadvantage of a matrix organization?

A

Inefficient use of specialist

101
Q

Which one is an advantage projectized organization?

A

Efficient use of technical personnel

102
Q

Which one is a disadvantage of a projectized organization?

A

Slower work flow

103
Q

Which one is an advantage of a functional organization?

A

Rapid reaction time possible

104
Q

Which one is disadvantage of a functional organization?

A

Inefficient use of specialist

105
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

Matrix Organization

106
Q

In selecting an organizational structure, which of the following is not a criterion?

A

Location

107
Q

What is NOT a factor to be taken into consideration when selecting an organizational structure for
managing projects?

A

Location of the project

108
Q

If a project have multidimensional goals, the project manager often use his __________ to reach a compromise solution.

A

Tradeoff analysis skill

109
Q

Who is responsible for ensuring that the project is completed successfully as measured by time, cost,
performance and stakeholder satisfaction?

A

Project Manager

110
Q

Who is responsible for running a department so that all his customers are served efficiently and effectively?

A

Functional Manager

111
Q

What is the major activity of the project support office?

A

Overall project management support

112
Q

What is an important tool for the design and implementation of the project’s work content?

A

Linear responsibility chart

113
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

Critical path method

114
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

Program evaluation review technique

115
Q

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

A

1957

116
Q

In what year was PERT developed?

A

1958

117
Q

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

A

4

118
Q

What is the first stage in the life cycle of a project using Morris model?

A

Feasibility

119
Q

Risk management is:

A

Controlling risk

120
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

121
Q

Buying insurance is a form of:

A

Risk sharing

122
Q

What refers to any technique used either to minimize the probability of an accident or to mitigate its consequences?

A

Risk Management

123
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 benefit analysis

124
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

Authority

125
Q

What is defined as a course of action aimed at ensuring that the organization will achieve its objectives?

A

Strategy

126
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

Has inadequate control

127
Q

What principal element of uncertainty refers to a measure of the relevance of available information to the problem at hand?

A

Tolerance

128
Q

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

A

Situation, Mission, Execution, Administration, Communication

129
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?

130
Q

In project management, what is usually the first step underlying in the process of performing a project?

A

Identify a need for a product or service

131
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

132
Q

What is usually the last step in the process of performing a project?

A

Monitor and control the project

133
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

three

134
Q

In the typical functional organization hierarchy, the chief engineer is under the __________.

A

General manager

135
Q

What is a diagram of the organization’s official positions and formal lines of authority called?

A

Organization chart

136
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

Decision-making

137
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

138
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

139
Q

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

A

Engineering Management

140
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

141
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

142
Q

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

A

Testing

143
Q

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

A

Manufacturing

144
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

145
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

146
Q

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

A

Consulting

147
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

148
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

149
Q

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

A

Management

150
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

151
Q

The first step in Decision making process is to

A

Diagnose Problem

152
Q

The last step in decision making process is to

A

Evaluate and adapt decision results

153
Q

Refers to evaluation of alternatives using intuition and subjective judgment.

A

Qualitative evaluation

154
Q

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

A

Quantitative evaluation

155
Q

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

A

Planning

156
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

157
Q

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

A

Strategic Planning

158
Q

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

A

Intermediate Planning

159
Q

This type of planning is undertaken by middle management.

A

Intermediate Planning

160
Q

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

A

Operational Planning

161
Q

This type of planning is a responsibility of lower management.

A

Operational Planning

162
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

163
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

164
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

165
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

166
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

167
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

168
Q

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

A

Standing Plans

169
Q

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

A

Policies

170
Q

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

A

Procedures

171
Q

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

A

Rules

172
Q

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

A

Single-Use Plans

173
Q

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

A

Budget

174
Q

A plan designed to coordinate a large set of activities.

A

Program

175
Q

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

A

Project

176
Q

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

A

Organizing

177
Q

The arrangement or relationship of positions within an organization.

A

Structure

178
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

179
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

180
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

181
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

182
Q

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

A

Line Authority

183
Q

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

A

Staff authority

184
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

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