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Yey 3rd Year Lezzgo > ME 212: Module 2 > Flashcards

ME 212: Module 2 Flashcards

1
Q

are primarily tasked to provide leadership in the quest for the attainment of the organization’s objectives.

A

Managers

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2
Q

They must be made at various levels in the workplace. They are also made at the various stages in the management process.

A

Decisions

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3
Q

It is a responsibility of the engineer manager.

A

Decision Making

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4
Q

True or False:

The higher the management level is, the SMALLER and the LESS complicated decision-making becomes

A

FALSE

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5
Q

may be 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

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6
Q

True or False:

the engineer manager must adapt a certain procedure designed to determine the best option available to solve certain problems

A

TRUE

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7
Q

The Management Levels Where Decisions Are Made

A
  • Top
  • Middle
  • Lower
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8
Q

The Management Functions Where Decisions Are Made

A
  • Planning
  • Organizing
  • Leading
  • Controlling
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9
Q

According to Nickels, this is “the heart of all the management functions.”

A

Decision Making

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10
Q

The 8 Decision Making Process According to David H. Holt (hint: DA ADE MIE)

A
  • Diagnose the Problem
  • Analyze the Environment
  • Articulate Problem
  • Develop Viable Alternatives
  • Evaluate Alternatives
  • Make a Choice
  • Implement Decision
  • Evaluate Decision Results
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11
Q

If the manager fails in this aspect, it is almost impossible to succeed in the subsequent steps.

A

Diagnose Problem

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12
Q

The environment where the organization is situated plays a very significant role in the success or failure of
such an organization

A

Analyze the Environment

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13
Q

The 2 Constraints in Analyzing Environment

A
  • Internal Limitations
  • External Limitation
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14
Q

variables that are outside the organization and not typically within the short-run control of top management.

A

external environment

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15
Q

refers to organizational activities within a firm that surrounds decision-making.

A

internal environment

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16
Q

The 5 Aspects of Internal Environment (FOMPP)

A
  • Financial Aspects
  • Organizational Aspects
  • Marketing Aspects
  • Personnel Aspects
  • Production Aspects
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17
Q

Aspects like org. structure, policies, procedures, rules, ability of management, etc.

A

Organizational Aspects

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18
Q

Aspects like product strategy, promotion strategy

A

Marketing Aspects

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19
Q

Aspects like recruitment practices, incentive systems, etc.

A

Personnel Aspects

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20
Q

Aspects like plant facility layout, inventory control.

A

Production Aspects

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21
Q

Aspects like liquidity, probability, etc.

A

Financial Aspects

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22
Q

The 8 Aspects of External Environment
(CCLEGSBP)

A
  • COMPETITORS
  • CLIENTS
  • LABOR UNION
  • ENGINEERS
  • GOVERNMENT
  • SUPPLIERS
  • BANKS
  • PUBLIC
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23
Q

Getting clear on what the problem is in any given situation can mean the difference between spending needless amounts of time and money or putting energy into the right areas of
focus to get real results

A

Articulate Problem or Opportunity

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24
Q

Oftentimes, problems may be solved by any of the solutions offered. The best among the alternatives may be considered by management

A

Develop Viable Alternatives

25
This is important because the next step involves making a choice. Proper evaluation makes choosing the right solution less difficult.
Evaluate Alternatives
26
It refers to benefits that can be expected.
Value of Alternatives
27
This is the point where he must be convinced that all the previous steps were correctly undertaken.
Make a Choice
28
It refers to the process of selecting among alternatives representing potential solutions to a problem.
Choice-making
29
After a decision has been made, implementation follows. This is necessary or decision making will be an exercise in futility.
Implement Decision
30
It refers to carrying out the decision so that the objectives sought will be achieved. At this stage, the resources must be made available so that the decision may be properly implemented.
Implementation
31
True or False: To make implementations effective, a plan must be devised.
TRUE
32
In this last stage of the decision making process, the engineering management will find whether or not the desired result is achieved.
Evaluate Decision Results
33
It refers to the process which requires checking at each stage of the process to assure that the alternatives generated, the criteria used in evaluation and the solution selected for implementation are in keeping with the goals and objectives originally specified
Feedback
34
It refers to actions made to ensure that the activities performed match the desired activities or goals that have been set.
Control
35
The 2 Approaches in Evaluating Problem
- Qualitative Evaluation - Quantitative Evaluation
36
this term refers to evaluation of alternatives using intuition and subjective judgment.
Qualitative Evaluation
37
This term refers to the evaluation of alternatives using any technique in a group classified as rational and analytical.
Quantitative Evaluation
38
9 Quantitative Models for Decision Making (FLIRN 3SQ)
- Forecasting - Linear programming - Inventory models - Regression analysis - Network models - Simulation - Sampling theory - Statistical decision theory - Queuing theory
39
4 Types of Inventory Models (QBEP)
- Quantity Discount - Back Order Inventory - Economic Order Quantity - Production Order Quantity
40
this one is used to calculate the number of items that should be ordered at one time
Economic order quantity
41
this is an economic order quantity technique applied to production orders
Production order quantity
42
this is an inventory model used for planned shortages
Back order inventory
43
an inventory model used to minimize the total cost
Quantity discount model
44
It is the theory model that describe how to determine the number of service units that will minimize both costumers waiting time and cost of service
Queuing Theory
45
These are models where large complex tasks are broken into smaller segments that can be managed independently
Network Models
46
The 2 Most Prominent Network Models
- Program Evaluation Review Techniques (PERT) - Critical Path Method (CPM)
47
a network model technique which enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimates for each activity.
The Program Evaluation Review Technique (PERT)
48
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
The Critical Path Method (CPM)
49
It may be defined as “the collection of past and current information to make predictions about the future.”
Forecasting
50
It is a forecasting method that examines the association between two or more variables. It uses data from previous periods to predict future events.
Regression Model
51
It may be simple or multiple depending on the number of independent variables present.
Regression Analysis
52
A type of regression when one independent variable is involved
Simple Regression
53
A type of regression when two or more independent variables are involved
Multiple Regression
54
It is a model constructed to present reality, on which conclusions about real life problems can be used. It is a highly sophisticated tool by means of which the decision marker develops a mathematical model of the system under consideration.
Simulation
55
It is a quantitative technique that is used to produce an optimum solution within the bounds imposed by constraints upon the decision
Linear Programming
56
It is very useful as a decision-making tool when supply and demand limitations at plants, warehouse, or market areas are constraints upon the system.
Linear Programming
57
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.
Sampling Theory
58
It refers to the “rational way to conceptualize, analyze, and solve problems in situations involving limited, or partial information about the decision environment”.
Statistical Decision Theory
59
It is to revise and update the initial assessments of the event probabilities generated by the alternative solutions. This is achieved by the use of additional information
Bayesian analysis

Yey 3rd Year Lezzgo (21 decks)

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