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AE 322 > Introduction to Engineering Management > Flashcards

Introduction to Engineering Management Flashcards

1
Q

The application of knowledge gained from research, experience, and practice of mathematical and natural science.

A

Engineering

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2
Q

Set of activities focused at the resources of an organization in order to effectively achieve organizational objectives.

A

Management

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3
Q

Specialized form of management required to successfully lead engineering personnel and projects.

A

Engineering Management

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4
Q

Those in positions of authority who make decisions

A

Managers

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5
Q

A group of two or more individuals that exists and works to achieve widely held goals.

A

Organization

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6
Q

Using resources wisely and without unnecessary waste

A

Efficient

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7
Q

Doing the right thing successfully

A

Effective

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8
Q

BASIC ELEMENTS OF MANAGEMENT:

A

a. Objective
b. Financial, Human and Material Resources of Management (5 M’s of Management)
c. People

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9
Q

Financial, Human and Material Resources of Management (5 M’s of Management):

A
  • Money
  • Manpower
  • Materials
  • Machines
  • Methods
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10
Q

Setting goals for the achievement of which management tasks are driven.

A

Objective

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11
Q

only possible by setting goals that are aligned with the common objectives of the organization.

A

Effective management

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12
Q

The financial resources of an organization. It is the most critical and all-purpose resource of every organization.

A

Money

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13
Q

The human resource of an organization. Refers to all personnel employed in an organization.

A

Manpower

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14
Q

Resources used by individuals to fulfill the organization’s goals.

A

Materials

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15
Q

Resources that help facilities to perform all activities toward the achievement of the objectives

A

Machines

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16
Q

Normal and prescribed ways of doing things.

A

Methods

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17
Q

“The use of _________ helps to increase efficiency of operations and contributes to effective management.”

A

right methods

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18
Q

The managers and manpower

A

People

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19
Q

PERSONALITIES IN ENGINEERING MANAGEMENT AND MANAGEMENT THEORIES:

A

1) FREDERICK TAYLOR
2) MAX WEBER
3) HENRI FAYOL
4) HENRY GANTT
5) MARY PARKER FOLLETT

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20
Q

“Father of Modern Management”

A

FREDERICK TAYLOR

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21
Q

He was a mechanical engineer who was interested in the kind of works performed in factories and mechanical shops.

A

FREDERICK TAYLOR

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22
Q

He sought to reduce the time a worker spent on each task through his systematic study of relationships between people and task for the purpose of redesigning the work process for higher efficiency.

A

FREDERICK TAYLOR

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23
Q

Provided the Principles of Scientific Management in 1909.

A

FREDERICK TAYLOR

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24
Q

Four Principles of Scientific Management:

A

a) Science not Rule of Thumb
b) Harmony not Discord
c) Cooperation not Individualism
d) Development of every person to his greatest efficiency and prosperity

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25
Q

“Employees were not allowed to make decisions that could yield a better outcome. He was more concerned about performance.”

A

Frederick Taylor

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26
Q

He was convinced that organizations based on rational authority, where authority was given to the most competent and qualified people.

A

MAX WEBER

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27
Q

He was convinced that organizations based on rational authority, where authority was given to the most competent and qualified people. He called this type of rational organization a bureaucracy.

A

Max Weber

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28
Q

organizations based on rational authority, where authority was given to the most competent and qualified people.

A

bureaucracy

29
Q

Five Principles of Bureaucracy:

A

1) Formal authority derives from one’s position inside the organization.
2) Individuals occupy positions because of their performance.
3) Each individual’s authority and responsibilities are specified by the government.
4) Authority is exercised effectively when positions are arranged hierarchically.
5) Rules of the organizations are followed and control individual behavior.

30
Q

He desired managers to be accountable for more than just increasing production.

A

HENRI FAYOL

31
Q

he published the book General and Industrial Management in 1916.

A

HENRI FAYOL

32
Q

He thought that successful companies were bound to happy and empowered workers, and thus effective management.

A

HENRI FAYOL

33
Q

Fayol’s Five Duties of Management:

A

a. Foresight: Create a plan of action for future.
b. Organization: Provide resources to implement the plan.
c. Command: Select and lead the best workers.
d. Coordinate: Make sure the diverse efforts fit together
e. Control: Verify whether things are going according to plan and make corrections where needed.

34
Q

Four Functions of Management:

A

1) Planning (foresight)
2) Organizing (organization)
3) Leading (command and coordinate)
4) Controlling (control)

35
Q

14 Principles of Management:

A

DoW, AaR,
D, UoC, UoD,
SoIItGI, RoP, C, SC,
O, E, SoT, I, EdC

36
Q

Two key contributions of Henry Gantt to classical management theory:

A
  • Gantt Chart
  • The Task and Bonus System
37
Q

His two key contributions to classical management theory are “Gantt Chart and The Task and Bonus System”.

A

HENRY GANTT

38
Q

A system that offers a visual representation of what happens during a project.

A

Gantt Chart

39
Q

It is a horizontal bar chart used in project management to visually represent a project plan over time.

A

Gantt Chart

40
Q

typically show you the timeline and status—as well as who’s responsible—for each task in the project.

A

Gantt Chart

41
Q

She believed that management was “the art of getting things done through people.”

A

MARY PARKER FOLLETT

42
Q

“Mother of Modern Management”

A

MARY PARKER FOLLETT

43
Q

She offered valuable insight on the importance of “powering with” rather than “powering over”.

A

MARY PARKER FOLLETT

44
Q

“Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led”

A

MARY PARKER FOLLETT

45
Q

Follett’s Principles of Coordination:

A

● Direct Contact - Helps organizations avoid conflict and misunderstandings.
● Early Stages - No employee should feel less important than the next; each has a significant role that compliments the roles of others.
● Reciprocal Relationship - No one person should be trying less or more than another.
● Continuous Process - Coordination must be maintained.

46
Q

Follett’s Theory of Management:

A

● Integration - Workers of all levels should integrate to reach the organization’s goals. It is necessary to work as a team.
● Power With - Workers should practice co-active power rather than delegating power to certain individuals.
● Group Power - Should be valued over personal power

47
Q

A temporary process, which has clearly defined start and end time, developed to accomplish a well-defined objective.

A

Project

48
Q

A temporary effort of sequential activities

A

Project

49
Q

A group of interrelated activities, constrained by time, cost, and scope, designed to deliver a unique purpose.

A

Project

50
Q

A temporary endeavor undertaken to create a unique product or service.

A

Project

51
Q

A temporary endeavor undertaken to create a unique product or service.

A

Project

52
Q

An undertaking that encompasses a set of task or activities having an identifiable starting point and well defined objectives.

A

Project

53
Q

Unique process consisting a set of coordinated and controlled activities with start and finish dates.

A

Project Management

54
Q

temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time.

A

Project Management

55
Q

A time and cost constrained operation to realize a set of defined deliverables up to quality standards and requirements.

A

Project Management

56
Q

The practice of delivering a solution subject to constraints

A

Project Management

57
Q

Project Management Characteristics:

A

● A temporary organization
● Coordinated and controlled activities
● A time and cost constrained operation
● Application of knowledge, skills, tools, and techniques

58
Q

Project Characteristics

A

● Temporary : HAS DEFINITE Start and Finish
● Unique : Project/Service is different in some distinguishing way

59
Q

Importance of Project Management

A

● Handle projects effectively
● Define the project and agree with the customer
● Plan and assess resource needs for the project
● Estimate project cost and make proposals
● Plan and schedule activities in a project.
● Allocate the right resource at the right time.
● Assess risk and failure points and make back up plans.
● Lead a project team effectively and communicate well.

60
Q

Why Learn Project Management?

A

● Explore the latest concepts and techniques of project management
● Increase value/contribution to the organization. To prove yourself skillful in managing projects.
● Learn a new thought process that helps organized thinking and structured approach.
● Acquire a professional degree/ recognition and increase job prospects.

61
Q

Project Challenges:

A

● Objectives not properly defined
● Insufficient planning and coordination
● Poor estimation of duration and cost
● Incomplete, unrealistic and outdated plans
● Lack of communication
● Inadequate definition and acceptance of roles
● Poor commitment to the project
● Weak control processes
● Lack of risk analysis
● Lack of good quality controls

62
Q

Projects are influenced by two strong factors (Project Ecosystem):

A

● Internal Environment - Conditions that the organization has established for the project work
● External Environment - Conditions that the project has little or no influence to change

63
Q

Every project is dependent upon the __________.

A

process, people and tools

64
Q

Determine how the work needs to be accomplished.

A

Process

65
Q

Skills and capabilities of the people in charge of managing the project

A

People

66
Q

Techniques and devices selected by the organization

A

Tool

67
Q

Are the limits within which a project must operate.

A

Project Constraints

68
Q

Project Constraints:

A
  1. Scope - Boundaries of the project.
  2. Schedule - Time to complete the project.
  3. Budget - Funding available to cover all expenses.
  4. Quality- Delivering the project outcomes according to the expectations of the stakeholders.
69
Q

Project Management Cycle:

A
  1. Initiation - Stage where a project is approved and financed as an idea.
  2. Planning - Development of detailed plans required to manage the implementation of the project.
  3. Implementation - Taking all necessary actions to ensure the activities in the project plan are completed.
  4. Monitoring - Measuring the progress of a project against its objectives.
  5. Adapt - Learns and adapts the method, and approaches and determines what works best for the project.
  6. Closing - When the project has achieved the planned objectives and all deliverables have been completed.

AE 322 (2 decks)

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