ME (Module 1-2) Midterms Flashcards

1
Q

The creative problem solving process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives.

A

Management

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2
Q

The activity combining technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.

A

Engineering Management

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3
Q

The top position an engineer manager may hope to occupy.

A

General managership or presidency of any firm, large or small

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4
Q

What are the four main processes of management?

A
  • planning
  • organizing
  • directing (or leading)
  • controlling
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5
Q

A type of organization that includes those with minimal engineering jobs like retailing firms.

A

Level One

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6
Q

A type of organization that includes those with moderate degree of engineering jobs like transportation companies.

A

Level Two

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7
Q

A type of organization that includes those with a high degree of engineering jobs like construction firms.

A

Level Three

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8
Q

Among the types of organizations, the engineer will have a slim chance of becoming the general manager or president of __________, unless of course, he owns the firm.

A

Level One

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9
Q

The engineer may be assigned to head the engineering division. The need for management skills will now be felt by the engineer manager.

A

Level Two

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10
Q

These firms provide the biggest opportunity for an engineer to become the president or general manager.

A

Level Three

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11
Q

He is one of the early pioneers of management theory, a mechanical engineer, who believed that it was management’s task to design jobs properly and to provide incentives too motivate workers to achieve higher productivity.

A

Frederick Winslow Taylor (1856-1915)

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12
Q

It is believed to have the oldest engineering management department, established as the School Business Engineering in 1908.

A

Steven’s Institute of Technology

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13
Q

School of Business Engineering was later called __________________ program and moved into the School of Systems and Enterprises.

A

Bachelor of Engineering in Engineering Management (BEEM)

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14
Q

Outside of US, in Germany the first department concentrating on Engineering Management was established in Berlin in what year?

A

1927

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15
Q

In Turkey, the _____________ has a Management Engineering Department established in _____, offering a number of undergraduate and graduate programs in Management Engineering.

A

Istanbul Technical University, 1982

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16
Q

In UK, the ______________ has a specialized department WMG (previously known as Warwick Manufacturing Group) established in _____, which offers a graduate programme in MSc Engineering Business Management.

A

University of Warwick, 1980

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17
Q

_____________ began an Engineering Management program in the School of Business and Economics in the Fall of ____.

A

Michigan Technological University, 2012

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18
Q

In Canada, ____________ has started a complete master’s degree Program in Engineering Management.

A

Memorial University of Newfoundland

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19
Q

In Denmark, the _____________ offers a MSc program in Engineering Management.

A

Technical University of Denmark

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20
Q

In Russia, since 2014 the Faculty of Engineering Management of The ________________ offers bachelor’s and master’s degrees in Engineering Management.

A

Russian Presidential Academy of National Economy and Public Administration (RANEPA)

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21
Q

The principle that Frederick Winslow Taylor created.

A

The Principle of Scientific Management
(1911)

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22
Q

He replaced the rule-of-thumb work methods with methods based on scientific study tasks.

A

Frederick Winslow Taylor
(1856-1915)

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23
Q

According to him, specialization promotes efficiency of the workforce and increases productivity. In addition, the specialization of the workforce increases their accuracy and speed.

A

Jules Henri Fayol (1841-1925)

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24
Q

He was a German sociologist who approached management by focusing on organizational structures, dividing organizations into hierarchies with clear lines of authority and control.

A

Max Weber

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25
Q

He was a Harvard professor who proposed that managers should become more “people-oriented”.

A

Elthon Mayo (1880-1949)

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26
Q

He explained that becoming a servant-leader begins with the natural feeling that one wants to serve followed by the aspiration to lead.

A

Robert K. Greenleaf (1904-1990)

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27
Q

Max Weber believed that an ideal bureaucracy consists of six specific characteristics:

A
  • hierarchy of command
  • impersonality
  • written rules of conduct
  • advancement based on achievement
  • specialized division of labor
  • efficiency
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28
Q

A function of an Engineer Manager where the engineers is engaged in the process of learning about nature and codifying this knowledge into usable theories.

A

Research

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29
Q

Where the engineer undertakes the activity of turning a product concept to a finished physical item.

A

Design and Development

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30
Q

Where the engineer is assigned to manage groups of people performing specific tasks.

A

Management

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31
Q

Where the engineer gets employment in a school and is assigned as a teacher of engineering courses. Some of them later become deans, vice presidents, and presidents.

A

Teaching

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32
Q

This is where the construction engineer is either directly in charge of the construction personnel or may have responsibility for the quality of the construction process.

A

Construction

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33
Q

Where the engineer assists the company’s customers to meet their needs, especially those that require technical expertise.

A

Sales

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34
Q

Where the engineer works as consultant of any individual or organization requiring his services.

A

Consulting

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35
Q

Where the engineer works in a unit where new products or part are tested for work liability.

A

Testing

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36
Q

Where the engineer may find employment in the government performing any of the various tasks in regulating, monitoring, and controlling the activities of various institutions, public or private.

A

Government

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37
Q

Where the engineer is directly in charge of the production personnel or assumes responsibility for the product.

A

Manufacturing

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38
Q

Who indicated at least three general preconditions for achieving lasting success as a manager.

A

Kreitner

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39
Q

Three general preconditions according to Kreitner:

A
  • Ability
  • Motivation to manage
  • Opportunity
40
Q

This refers to the capacity of an engineer manager to achieve organizational objectives effectively and efficiently.

A

Managerial ability

41
Q

It refers to a description of “whether objectives are accomplished”.

A

Effectiveness

42
Q

It is a description of the “relative amount of resources used in obtaining effectiveness.”

A

Efficiency

43
Q

According to him, effectiveness refers to a description of “whether objectives are accomplished”.

A

Higgins

44
Q

A management researcher, who developed a psychometric instrument to measure objectively an individual’s motivation to manage.

A

John B. Miller

45
Q

The test measuring the motivation to manage by John B. Miller is anchored by the following dimensions:

A
  1. Favorable attitude toward those in positions of authority, such as superiors.
  2. Desire to engage in games or sports competitions with peers.
  3. Desire to engage in occupational or work-related competition with peers.
  4. Desire to assert one self and take charge.
  5. Desire to exercise power and authority over others.
  6. Desire to behave in a distinctive way, which includes standing out from the crowd.
  7. Sense of responsibility in carrying out the routine duties associated with managerial work.
46
Q

The opportunity for successful management has two requirements:

A
  1. Obtaining a suitable managerial job
  2. Finding a supportive climate once on the job
47
Q

It is characterized by the recognition of managerial talent through financial and nonfinancial rewards.

A

Supportive climate

48
Q

Qualifications of an Engineer Manager

A
  1. A bachelor’s degree in engineering from a reputable school; In some cases, a master’s degree in engineering or business management is required;
  2. A few years’ experience in a pure engineering job;
  3. Training in supervision;
  4. Special training in engineering management.
49
Q

It is a responsibility of the engineer manager. 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

50
Q

According to him, a manager who cannot or don’t want to make decisions are dangerous and “should be removed from their position as soon as possible.”

A

Delaney

51
Q

These are made at various management levels and at various management functions.

A

Decisions

52
Q

According to them, decision making “is the heart of all the management function.”

A

Nickels and others

53
Q

Rational decision making according to him is a process involving 8 steps.

A

David H. Holt

54
Q

If a manager wants to make an intelligent decision, his first move must be to identify the problem.

A

Diagnose problem

55
Q

This exists when there is a difference between an actual situation and a desired situation.

A

Problem

56
Q

The environment where the organizations is situated plays a very significant role in the success or failure of such an organization. It is, therefore, very important that an analysis of the environment be undertaken.

A

Analyze the environment

57
Q

It is the identification of constraints, which may be spelled out as either internal or external limitations.

A

Environmental analysis

58
Q

Examples of internal limitations:

A
  1. Limited funds available for the purchase of equipment.
  2. Limited training on the part of employees.
  3. Ill designed facilities.
59
Q

Examples of external limitations:

A
  1. Patents are controlled by other organizations.
  2. A very limited market for the company’s products
  3. Strict enforcement of local zoning regulations
60
Q

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

A

External environment

61
Q

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

A

Internal environment

62
Q

Before a strategy can be explored, a clear articulation of the problem has to happen. 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

63
Q

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

A

Develop Viable Alternatives

64
Q

Aspects of internal environment

A
  • Organizational aspects
  • Marketing aspects
  • Personnel aspects
  • Production aspects
  • Financial aspects
65
Q

The engineering firm and its external environment

A
  • government
  • labor union
  • suppliers
  • banks
  • public
  • competitors
  • clients
  • engineers
66
Q

After determining the viability of the alternatives and a revised list has been made, an evaluation of the remaining alternatives is necessary.

A

Evaluate alternatives

67
Q

He suggested that “each alternative must be analyzed and evaluated in terms of its value, cost and risk characteristics”.

A

Souder

68
Q

It refers to benefits that can be expected.

A

Value of alternatives

69
Q

After the alternatives have been evaluated, the decision-maker must now be ready to make a choice. This is the point where he must be convinced that all the previous steps were correctly undertaken.

A

Make a choice

70
Q

It refers to the process of selecting among alternatives representing potential solutions to a problem.

A

Choice-making

71
Q

He/She advises that “…particular effort should be made to identify all significant consequences of each choice”.

A

Webber

72
Q

After a decision has been made, implementation follows. This is necessary or decision making will be an exercise in futility.

A

Implement Decision

73
Q

It refers to carrying out the decision so that the objectives sought will be achieved.

A

Implementation

74
Q

In implementing the decision, the results expected may or may not happen. It is, therefore, important for the manager to use control and feedback mechanisms to ensure results and to provide information for future decisions.

A

Evaluate and Adapt Decision Results

75
Q

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.

A

Feedback

76
Q

It refers to actions made to ensure that the activities performed match the desired activities or goals that have been set.

A

Control

77
Q

This term refers to evaluation of alternatives using intuition and subjective judgment.

A

Qualitative Evaluation

78
Q

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

A

Quantitative Evaluation

79
Q

These consist of several types all designed to help the engineer manager make decisions regarding inventory.

A

Inventory models

80
Q

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.

A

Economic order quantity model

81
Q

This is an economic order quantity technique applied to production order.

A

Production order quantity model

82
Q

This is an inventory model used for planned shortages.

A

Back order inventory model

83
Q

This is an inventory model used to minimize the total cost when quantity discounts are offered be suppliers.

A

Quantity discount model

84
Q

It is one that describe how to determine the number of service units that will minimize both costumers waiting time and cost of service.

A

Queuing theory

85
Q

These are models where large complex tasks are broken into smaller segments that can be managed independently.

A

Network models

86
Q

Techniques which enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimates for each activity.

A

The Program Evaluation Review Technique (PERT)

87
Q

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

The Critical Path Method (CPM)

88
Q

This may be defined as “the collection of past and current information to make predictions about the future.”

A

Forecasting

89
Q

It is a forecasting method that examines the association between two or more variables.
It uses data from previous periods to predict future events.

A

Regression Model

90
Q

Regression analysis may be simple or multiple depending on the number of independent variables present. When one independent variable is involved, it is called _____________; when two or more independent variables are involved, it is called ______________.

A
  • simple regression
  • multiple regression
91
Q

Is a model constructed to present reality, on which conclusions about real life problems can be used.

A

Simulation

92
Q

It is a quantitative technique that is used to produce an optimum solution within the bounds imposed by constraints upon the decision.

A

Linear programming

93
Q

It is 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.

A

Sampling theory

94
Q

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

A

Decision theory

95
Q

Its purpose 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.

A

Bayesian analysis