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Engineering Management > lesson 1-2 > Flashcards

lesson 1-2 Flashcards

1
Q

is the application of science and math to solve complex
problems.

A

Engineering

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2
Q

figure out how things work and find practical uses for scientific
discoveries.

A

Engineers

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3
Q

The Fields of Engineering

A
  • Research
  • Design and development
  • Testing
  • Manufacturing
  • Construction
  • Sales
  • Consulting
  • Government
  • Teaching
  • Management
  • Etc
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4
Q

The process of deciding the best way to use an organization’s resources to
produce goods or provide services.

Good decisions, communicate well with people, make work assignments,
delegate, plan, train people, motivate people, appraise employee’s job
performance

A

MANAGEMENT

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5
Q

is a specialized form of management
required to successfully lead engineering or technical personnel and
projects and applies to either functional management or project
management.

A

Engineering management

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6
Q

Refers to the activity combining technical ability to organize and coordinate
worker power, materials, machinery and money

A

Engineering management

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7
Q

use their training and experience to coach, mentor
and motivate technical professionals.

A

Engineering managers

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8
Q

LEVELS OF MANAGEMENT

A

Top-Level/Senior
Middle-Level
Lower-Level/Supervisory

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9
Q

chairperson of the board, CEO,
COO, VPs. Set goals and objectives, set actions to
meet, decides how to use resources

A

Top-Level/Senior

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10
Q

Dept head, Managers. Set goals for
specific areas, decides what employees in each area must do

A

Middle-Level

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11
Q

Team Lead, supervisor.
Make sure that the day to day operations of the
organizations run smoothly

A

Lower-Level/Supervisory

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12
Q

3 Types of Managerial Skills

A
  • Technical skills
  • Conceptual skills
  • Human or interpersonal management skills
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13
Q

As the name of these skills tells us, they give the manager knowledge and ability
to use different techniques to achieve what they want to achieve.

A

Technical skills

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14
Q

_______ skills are most important for first-level managers. When it comes to top
managers, these skills are not something with a high significance level.

A

Technical skills

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15
Q

_________ skills present knowledge or ability of a manager for more abstract
thinking. That means he can easily see the whole through analysis and diagnosis of different states. In such a way they can predict the future of the business or department as a whole

A

Conceptual skills

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16
Q

are vital for top managers, less critical for mid-level managers
and not required for first-level managers. As we go from the bottom of the
managerial hierarchy to the top, the importance of these skills will rise.

A

Conceptual skills

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17
Q

____________________ skills present a manager’s knowledge and ability to work with people. One of the most critical management tasks is to work with people. Without people, there will not be a need for the existence of
management and managers

A

Human or interpersonal management skills

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18
Q

These skills enable managers to become leaders and motivate employees for
better accomplishments. Additionally, they help them to make more effective use of human potential in the company. Simply, they are essential skills for all
hierarchical levels in the company.

A

Human or interpersonal managerial skills

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19
Q

Management Process

A

Planning
Organizing
Staffing
Leading
Controlling

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20
Q

process of deciding what objectives to pursue during a future period
and what to do to achieve those objectives

A

Planning

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21
Q

grouping activities. Assigning activities and providing authority
necessary to carry out the activity

A

Organizing

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22
Q

determining human resource needs and recruiting, selecting, training
and developing human resources

A

Staffing

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23
Q

directing and channeling human behavior toward the
accomplishment of objectives

A

Leading

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24
Q

measuring performance against objectives, determining the
causes of deviations and taking corrective actions where necessary

A

Controlling

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25
Q

Engineering Manager’s Responsibilities

A
  • Proposing and managing budgets for projects.
  • Supervising the work of multiple teams.
  • Planning and executing strategies for completing projects on time.
  • Research and develop designs and products.
  • Determining the need for training and talent development.
  • Hiring contractors and building teams.
  • Ensuring products have the support of upper management.
  • Providing clear and concise instructions to engineering teams
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26
Q

Engineering Manager’s Requirements

A
  • Proven work experience as an Engineering Manager or similar role
  • Analytical skills for evaluating information carefully and solving complex problems
  • Communication skills for overseeing staff and working with other management
    personnel
  • Detail-oriented with the ability to catch minor errors which can result in major
    problems
  • Math skills, including calculus and other advanced mathematics
  • Organizational skills for keeping track of various budgets, employees, and
    schedules simultaneously
  • Relevant training and/or certifications as an Engineering Manager
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27
Q

Management Roles (as per MINTZBERG’s Research)

A

Good managers understand the importance of the many roles they
must play.

28
Q

Managerial Roles

A

Interpersonal Roles
Informational Roles
Decisional Roles

29
Q

Interpersonal Roles

A

Figurehead
Leader
Liaison

30
Q

role where the manager performs symbolic duties as
head of organization

A

figurehead

31
Q

role where he or she establishes the work atmosphere and
motivates subordinates to act

A

leader

32
Q

role where the manager develops and maintains networks of contacts outside the organization.

A

liaison

33
Q

Informational Roles

A

monitor role
disseminator
spokesperson

34
Q

role where the manager collects all types of information
relevant and useful to the organization.

A

monitor role

35
Q

role where the manager gives other people the
information they need to make decisions

A

disseminator

36
Q

role where the manager transmits information to
the outside word.

A

spokesperson

37
Q

Decisional Roles

A

entrepreneur
disturbance handler
resource allocator
negotiator

38
Q

role where the manager initiates controlled change
in the organization to adopt to the changing environment.

A

entrepreneur

39
Q

where the manager deals with unexpected
changes.

A

disturbance handler

40
Q

role where the manager makes decisions on
the use of organizational resources

A

resource allocator

41
Q

role where the manager deals with other individuals
and organization.

A

negotiator

42
Q

Management Agreement

A
  • As a manager, you will be expected to set the standard for your
    department and model the behavior you expect from your people.
  • To pursue the fulfilling and rewarding (both professionally and
    financially) job of a manager, you have to be willing to abide by this
    management agreement.]
  • “with power comes responsibility” and the responsibilities of a
    manager can and will prevent you from doing the things that you
    normally prefer to do.
43
Q

is choosing a course of action after
considering different options to accomplish an organization’s goals.
Management involves problem-solving, budgeting, coaching,
planning, organizing, staffing, and controlling.

A

Management decision-making

44
Q

is the responsibility of the engineering manager. It is
understandable for managers to make wrong decisions at times. The
wise manager will correct them as soon as they are identified. The
bigger the issue is the manager who cannot or does not want to make
decisions.

A

Decision-making

45
Q

Decision Making Process

A

Step 1: Identify the decision
Step 2: Gather relevant information
Step 3: Identify the alternatives
Step 4: Weigh the evidence
Step 5: Choose among alternatives
Step 6: Take action
Step 7: Review your decision and its consequences

46
Q

Define the problem and determine if a
decision is required.

A

Identify the decision

47
Q

This step involves gathering
internal and external data. Gather internal information with self assessment and consider your motivations. Capture external
information from colleagues, online, books, and other resources.

A

Step 2: Gather relevant information

48
Q

Identify and list all possible courses
of action as they arise.

A

Step 3: Identify the alternatives

49
Q

Visualize the possible consequences of
taking each course of action, drawing on your information and
emotions. Consider if the situation in Step 1 would be addressed or
solved with each alternative. Rank your possible decisions based
upon your value system.

A

Step 4: Weigh the evidence

50
Q

Select the best course of action
to take. It may even be a combination of other options.

A

Step 5: Choose among alternatives

51
Q

Implement your decision.

A

Step 6: Take action

52
Q

Last, evaluate the
results of your decision and determine if it addressed the issue
identified in Step 1

A

Step 7: Review your decision and its consequences

53
Q

Approaches to Solving Problems

A

Qualitative evaluation
Quantitative evaluation

54
Q

refers to the evaluation of alternatives using intuition and subjective judgement.

A

Qualitative evaluation

55
Q

It is stated that managers tend to use
the qualitative approach when:

A
  • The problem is simple.
  • The problem is familiar.
  • The costs involved are not great.
  • Immediate decisions are needed
56
Q

refers to the alternatives using any technique in a group classified as rational and analytical.

A

Quantitative evaluation

57
Q

Quantitative Models for Decision-Making

A

Inventory models
Queuing theory
Network models
Forecasting
Regression analysis
Simulation
Linear programming
Sampling theory
Statistical Decision-theory

58
Q

consists of several types all designed to help the engineer manager make decisions regarding inventory. They are asfollows:

  • Economic order quantity model - this one is used to calculate the number of
    items that should be ordered at one time to minimize the total yearly cost of
    placing orders and carrying the items in inventory.
  • Production order quantity model - this is an economic order quantity
    technique applied to production orders.
  • Back order inventory model- this is an inventory model used for planned
    shortages.
  • Quantity discount model - an inventory model used to minimize the total cost
    when quantity discounts are offered by suppliers.
A

Inventory models

59
Q

s one that describes how to determine the number
of service units that will minimize both customers’ waiting for time and
cost of service. The ______ is applicable to companies where
waiting lines are common situations.

A

Queuing theory

60
Q

These are models where large complex tasks are
broken into smaller segments that can be managed independently. The
two most prominent network models are:

  • The program evaluation review technique - a technique which enables
    engineer managers to schedule, monitor, and control large and complex
    projects by employing three time estimates for each activity.
  • The critical path method- this is a network technique using only one time
    factor per activity that enables engineer managers to schedule, monitor, and
    control large and complex projects.
A

Network models

61
Q

there are instances when engineer managers make
decisions that will have implications in the future

A

Forecasting

62
Q

is a forecasting method
that examines the association between two or more variables. It uses
date from previous period to predict future events. _________________
may be simple or multiple depending on the number of independent
variables presents. When one independent variable is involved, it is
called simple regression, when two or more independent variables are
involved, it us called multiple regression.

A

Regression analysis

63
Q

is a model constructed to represent reality, on which
conclusions about real-life problems can be used. It is a highly
sophisticated tool by means of which the decision maker develops a
mathematical model of the system under consideration.

A

Simulation

64
Q

is a quantitative technique that is used to produce an optimum solution within the bounds imposed by
constraints upon the decision. _____________ is very useful as a
decision making tool when supply and demand limitations at plants,
warehouse, or market areas are constraints upon the system.

A

Linear programming

65
Q

s a quantitative technique where samples of
populations are statistically determined to be used for a number of
processes, such as quality control and marketing research. When data
gathering is expensive, sampling provides an alternative. Sampling, in
effect, saves time and money

A

Sampling theory

66
Q

refers to the “rational way to
conceptualize, analyze, and solve problems in situations involving
limited, or partial information about the decision environment.”

A

Statistical Decision-theory

67
Q
A

Engineering Management (6 decks)

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