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IENG 55 (MIDTERMS) > INTRODUCTION > Flashcards

INTRODUCTION Flashcards

1
Q

It is the process of reaching goals through the use of human resources, technology, and material resources.

A

Management

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2
Q

It involves communication and interpersonal skills, plus the abilities to plan, organize, supervise and solve problems

A

Management

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3
Q

Is working through others to accomplish tasks that help fulfill organizational objectives as Efficiently as possible

A

Good management

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4
Q

Elements of Definition

A

*Process
*Effectiveness
*Efficiency

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5
Q

Represents on-going functions or primary objectives engaged in by managers. Also refers to the activities being performed to achieve an Objective

A

Process

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6
Q

Completing activities so that organizational goals are attained

A

Effectiveness

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7
Q

Getting the most output from the least amount of inputs

A

Efficiency

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8
Q

(SCIENTIFIC MANAGEMENT)
Father of the scientific management (1911) & Efficiency Movement, Father of Industrial Engineering

A

Frederick Winslow Taylor

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9
Q

The theory of scientific management

A

•Using methods to define the “one best way” for a job to be done

•Putting the right person on the job with the correct tools and equipment

•Having a standardized method of doing job

•Providing an economic incentive to the worker

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10
Q

Taylor’s Principles

A
  1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.
  2. Scientifically select and then train, teach, and develop the worker.
  3. Heartily cooperative with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.
  4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers
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11
Q

Founders of Modern Industrial Management

A

Frank & Lilian Gilbert

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12
Q

Project manager guru

A

Henry Gantt

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13
Q

His most popular legacy to management was the Gantt Chart

A

Henry Gantt

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14
Q

Accepted as a commonplace project management tool today, it was an innovation of worldwide importance in the 1920s.

A

Gantt Chart

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15
Q

How do today’s manager’s use scientific management?

A

•use time and motion studies to increase productivity

•hire the best qualified employees

•Design incentive systems based on out put

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16
Q

Father of Administrative Management

A

Henry Fayol

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17
Q

Fayol’s 14 Principles of Management

A
  1. Division of Labor
  2. Authority & Responsibility
  3. Discipline
  4. Unity of Command
  5. Unity of Direction
  6. Subornation of Individual Request
  7. Renumeration
  8. Degree of Centralization
  9. Scalar Chain
  10. Order
  11. Equity
  12. Stability of Tenure of Personnel
  13. Initiative
  14. Esprit De Corps
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18
Q

Work of all kinds must be divided & subdivided and alloted to various persons according to their expertise in a particular area

A

Division of Labor

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19
Q

Management has the authority to give orders to the employees. Of course with this authority comes responsibility.

A

Authority & Responsibility

20
Q

About obedience. It is often a part of the core values of a mission and vission in the form of good conduct and respectful interactions

A

Discipline

21
Q

An individual employee should receive orders from one manager and that the employee is answerable to that manager.

A

Unity of Command

22
Q

All about focus and unity. All employees deliver their activities that can be linked to the same objectives. These activities must be described in a plan of action.

A

Unity of Direction

23
Q

The primary focus is on the organizational objectives and not on those of the individual

A

Subordination of Individual Request

24
Q

The compensation should be sufficient to keep employees motivated and productive

A

Renumeration

25
Q

An organization should strive for a good balance in the degree of Centralization and decentralization in terms of decision making

A

Degree of Centralization

26
Q

There should be a clear line in the area of authority

A

Scalar Chain

27
Q

Employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition, the work environment must be safe, clean and tidy

A

Order

28
Q

Employees must be treated kindly and equally

A

Equity

29
Q

Minimize employee turn over and to have the right staff in the right place

A

Stability of Tenure Personnel

30
Q

Encourages interest and involvement and creates added value for the company

A

Initiative

31
Q

Contributes to the development of the culture and creates an atmosphere of mutual trust and understanding

A

Esprit De Corps

32
Q

4M’s of Management

A

•Material
•Manpower
•Machinery
•Money

33
Q

Is someone who primary responsibility is to carry out the management process within the organization to achieve the organizational goals

A

Manager

34
Q

Managerial Skills [Primary Skills]

A
  1. Conceptual Skills
  2. Technical Skills
  3. Human/Interpersonal Skills
35
Q

Mental capacity of develop plans, strategies and vision

A

Conceptual Skills

36
Q

Use knowledge or techniques of a particular discipline to attain ends

A

Technical Skills

37
Q

Ability to work with other people in team

A

Human/Interpersonal Skills

38
Q

Secondary Skills

A

1.Design Skills
2.Communication Skills
3.Leadership Skills

39
Q

Ability to handle and solve any kind of unforeseen or actual problems, that may crop up in the organization.

A

Design Skills

40
Q

Ability to exchange ideas and information effectively. To understand others and be understood by others comprehensively

A

Communication Skills

41
Q

Ability to influence other people to achieve the common goal

A

Leadership Skills

42
Q

Levels of Management

A

•Top Management

•Middle management

•Supervisory-Level Management

43
Q

These are people who make planning decisions that affect the whole company. They are the persons with greatest responsibility

A

Top Management

44
Q

These managers implement the decisions of top management. They are the link between the top and supervisory levels of management

A

Middle Management

45
Q

They supervise the activities of employees who carry out the tasks determined by the plans of middle and top management. They assign duties and evaluate the work of production or service employees.

A

Supervisory-Level Management

IENG 55 (MIDTERMS) (3 decks)

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