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Engineering Management > Group 5 > Flashcards

Group 5 Flashcards

Planning (Theories and Approaches)

1
Q

it is the basic function
of management.

A

planning

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2
Q

according to Nickels and others, 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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3
Q

“the selection and sequential ordering of tasks required to achieve an organizational goal.” - Aldag and Stearns,

A

planning

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4
Q
  1. helps managers to improve future performance
  2. minimizes risks and uncertainty
  3. facilitates coordination of activities
  4. provides direction for action
  5. uncovers and identifies opportunity and threats
  6. sets out standard for controlling
A

importance of planning

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5
Q

what are the 4 theories of planning

CCSB

A

classical theory
contingency theory
systems theory
behavioral theory

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6
Q

This theory emphasizes a structured approach to planning and management, focusing on hierarchy, formal rules, and efficiency.

A

classical theory

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7
Q

this theory views organizations as interconnected systems composed of various components that work together to achieve overall objectives.

A

systems theory

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8
Q

this theory posts that effective management and planning depend on the specific context of the organization, with no single best way to manage. This theory asserts that the optimal course of action varies.

A

contingency theory

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9
Q

this theory emphasizes the human aspects of management, focusing on the behaviors, motivations, and interactions of individuals and groups within an organization.

A

behavioral theory

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10
Q

what are the 3 different approaches to planning

A

top-down vs bottom-up
strategic vs. tactical
incremental vs. comprehensive

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11
Q

A senior management or
project leaders define the
overall goals,

A

top-down

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12
Q

Engineers and technical staff play a more active role

A

bottom-up

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13
Q

Involve analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization,

A

strategic

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14
Q

Is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan.

A

tactical

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15
Q

Emphasizes gradual, step-by-step improvements or changes.

A

incremental

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16
Q

Is more broad and often involves tackling multiple aspects of a project or process in a single, all- encompassing change.

A

comprehensive

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17
Q

enumerate the planning process

SCIR

A

setting goal
creating plans
implementing
reviewing

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18
Q

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

A

setting goal

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19
Q

a crucial step for organizing and guiding, the successful completion of engineering projects.

A

CREATING PLAN

20
Q

involves
translating the
strategic plan into
actionable steps.

A

implementing

21
Q

A critical process for evaluating the effectiveness, progress, and outcomes of the plan as it is executed.

A

reviewing

22
Q

what are the 4 types of plans

A
  1. functional area plans
  2. plans with time horizon
  3. plans according to frequency and use
  4. plans by scope and level
23
Q

what are the 4 different managerial plans under functional area plans

MPFH

A

marketing plan
production plan
financial plan
human resource management plan

24
Q

a document or the blueprint to execute and handle an organization’s marketing activity according to a certain marketing strategy

A

marketing plan

25
Q

a written document outlining the quantity of production for a company as a whole and on a product family basis

A

production plan

26
Q

a document that sums up the present status of the organization’s finances, analyzes financial needs and suggests a course for financial activities

A

financial plan

27
Q

a document that shows the human resource needs of a company with respect to quantity, and this is done in terms of quantity and quality, according to the needs for the company’s strategic plan

A

human resource management plan

28
Q

what are the two kind of plans with time horizons

A

short range plans
long range plans

29
Q

plans with a time period of less than one year. These plans are mostly of concern to first line supervisors

A

short range plans

30
Q

plans which are expected to take longer than one year. These plans are mostly carried out by the middle and top level management

A

long range plans

31
Q

what are the 2 kinds of plans according to frequency and use

A

standing plan
single-use plan

32
Q

plans that are repeated time and time again and focus on things that happen practically over and over.

A

standing plan

33
Q

standing plans may be further classified into 3

A

policies, procedure, and rules

34
Q

broad guidelines which
will help managers at all
levels

A

policies

35
Q

plans that explain in
detail the sequence of
actions

A

procedure

36
Q

statements of permitted
or required actions

A

rules

37
Q

plans that contain courses of action that are relatively unique and are probably going to be repeated, and that are specifically developed to be implemented.

A

single-use plan

38
Q

single-use plan can be further classified into 3

A

BUDGETS, PROGRAMS, AND PROJECTS

39
Q

as Weston and Brigham put it,

“a plan specifying how much one plans to spend in a certain activity indicating from where the funds will be obtained”

A

budgets

40
Q

a single use plan that
integrates a large
number of activities

A

programs

41
Q

usually a more limited in scope plan for a single use and sometimes prepared to support a program

A

project

42
Q

what are the 3 types of plans by scope and level
STO

A

strategic planning
tactical planning
operational planning

43
Q

enumerate the best practices for effective planning

SIGBR

A

set clear objectives
involve stakeholders
gather reliable data
be flexible
regularly review plans

44
Q

obstacles that hinders a succesfull planning

LIIFO

A
  • lack of commitment
  • improper planning process
  • insufficient information
  • focus on short term goals
  • overreliance on planning department
45
Q
A

Engineering Management (6 decks)

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