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Engineering Management > Module 1 > Flashcards

Module 1 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

Doing the right thing successfully

A

Effective

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7
Q

Using resources wisely and without unnecessary waste

A

Efficient

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8
Q

Basic Element of Management

A
  1. Objective
  2. Financial, Human and Material Resources of Management (5 M’s of Management)
  3. People
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9
Q

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

A

Objective

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10
Q

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

A

Effective management

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11
Q

What are 5 M’s of Management

A
  1. Money
  2. Manpower
  3. Materials
  4. Machines
  5. Methods
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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

Method

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17
Q

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

A

methods

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18
Q

The managers and manpower

A

People

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19
Q

Father of Modern Management

A

Frederick Taylor

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20
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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21
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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22
Q

What are the four principles of Scientific Management (4)?

A

a. Scientifically study each part of a task and
develop the best method for performing it.

b. Carefully select workers and train them to
perform the task using the scientifically
developed method.

c. Cooperate fully with workers to ensure that they
use the proper method.

d. Divide work and responsibility so that
management is responsible for planning work
methods using scientific principles and workers
are responsible for executing the work
accordingly.

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23
Q

Frederick Taylor issued “________________” in year____

A

The Principle of Scientific Management

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24
Q

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

A

performance

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25
Q

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

This person called this type of rational organization a _________________

A

Max Weber

bureaucracy

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26
Q

Five Principles of Bureaucracy

A

a. Authority is the power to hold people accountable for their actions.
b. Positions in the firm should be held based on performance, not
social contacts.
c. Position duties are clearly identified so that people know what is
expected of them.
d. Lines of authority should be clearly identified such that workers
know who reports to who.
e. Rules, standard operating procedures (SOPs), and norms guide the firm’s operations.

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27
Q

Who authored the five principle of bureaucracy

A

Max Weber

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28
Q

He desired managers to be accountable for
more than just increasing production. He
condensed his ideas and experiences into a
series of tasks and principles of
management.

A

HENRI FAYOL

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29
Q

he published in the
book General and Industrial Management in
1916.

A

HENRI FAYOL

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30
Q

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

A

Henry Fayol

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31
Q

Henri Fayol published the book entitled “________________________” in year ______________—

A

General and Industrial Management
1961

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32
Q

who authored the five duties of management

A

Henri Fayol

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33
Q

What are the five duties of Management

A
  1. Foresight
  2. Organization
  3. Command
  4. Coordinate
  5. Control
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34
Q

Create a plan of action for future.

A

Foresight

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35
Q

Provide resources to implement the plan.

A

Organization

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36
Q

Select and lead the best workers

A

Command

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37
Q

Make sure the diverse efforts fit together

A

Coordinate

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38
Q

Verify whether things are going according to plan and
make corrections where needed

A

Control

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39
Q

The five duties of management evolved into the four functions of management namely:

A
  1. planning (foresight)
  2. organizing (organization)
  3. leading (command and coordinate)
  4. controlling (control)
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40
Q

14 Principles of Management

A
  1. Division of Work
  2. Authority and Responsibility
  3. Discipline
  4. Unity of Command
  5. Unity of direction
  6. Subordination of Individual Interest
  7. Remuneration
  8. The Degree of Centralization
  9. Scalar chain
  10. Order
  11. equity
  12. Stability of Tenure of Personnel
    13 Initiative
  13. Esprit de Corps
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41
Q

14 Principles of Management

Specialization helps the individual to build up
expertise

A

Division of Work

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42
Q

14 Principles of Management

Power to issue orders. Indicates the need for
supervisors.

A
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43
Q

14 Principles of Management

Promotes consistent rules and regulations aimed at
achieving good discipline and compliance among employees

A

Authority

44
Q

14 Principles of Management

Implies that employees are only expected
to be accountable to one immediate supervisor or superior

A

Unity in Command

45
Q

14 Principles of Management

individuals engaged in the same type of
activities must have the same goals.

A

Unity in Direction

46
Q

14 Principles of Management

Management must see that the goals of the firms are always paramount.

A

Subordination of Individual Interest to General Interest

47
Q

14 Principles of Management

Both workers and management should have a
fair wage and justifiable.

A

Remuneration

48
Q

14 Principles of Management

Decision-making should be centralized.

A

centralization

49
Q

14 Principles of Management

A hierarchy is necessary for unity of direction.

A

scalar chain

50
Q

14 Principles of Management

Material order and social order

A

order

51
Q

14 Principles of Management

Treating employees fairly

A

Equity

52
Q

14 Principles of Management

Employees work better if job security and
career progress are assured to them

A

.. Stability of Tenure

53
Q

14 Principles of Management

-Help employees feel more engaged with an
organization and improve their workplace satisfaction.

A

Initiative

54
Q

14 Principles of Management

Management must foster the morale of its
employees.

A

Esprit de Corps

55
Q

He is famous for two key contributions:
His chart and, the task and bonus system

A

Henry Gantt

56
Q

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

A

Gantt Chart

57
Q

It is a horizontal bar chart used in project
management to visually represent a project plan over time. Gantt charts typically show you the timeline and status—as well as who’s responsible—for each task in the project.

A

Gantt Chart

58
Q

Give the Benefits of using Gantt Chart

A

●How a project breaks down into tasks
● When each task will begin and end
● How long each task will take
● Who’s assigned to each task
● How tasks relate to and depend on each other
● When important meetings, approvals, or deadlines need to happen
● How work is progressing in a project
● The full project schedule from start to finish

59
Q

She is known as the mother of modern management

A

Mary Parker Follett

60
Q

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

A

Mary Parker Follett

61
Q

This person offered valuable insight on the importance
of “powering with” rather than “powering
over”

A

Mary Parker Follett

62
Q

This person stated that 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

63
Q

Follett practiced these principles of coordination that helped develop her theory of management:

A
  1. Direct Contact
  2. Early Stages
  3. Reciprocal Relationship
  4. Continuous Process
64
Q

Follett’s Principles of Coordination

No one person should be trying less or
more than another

A

Reciprocal Relationship

65
Q

Follett’s Principles of Coordination

Helps organizations avoid conflict and
misunderstandings.

A

Direct Contact

66
Q

Follett’s Principles of Coordination

No employee should feel less important than the
next; each has a significant role that compliments the roles of others.

A

Early Stages

67
Q

Follett’s Principles of Coordination

Coordination must be maintained.

A

continuous process

68
Q

this person created management theory

A

Mary Parker Follett

69
Q

What are the main principals of management thoery

A

1.Integration
2. Power With
3. Group Power

70
Q

Follett’s Theory of Management

Workers of all levels should integrate to reach the
organization’s goals. It is necessary to work as a team.

A

Integration

71
Q

Follett’s Theory of Management

Workers should practice co-active power rather
than delegating power to certain individuals.

A

Power with

72
Q

Follett’s Theory of Management

Should be valued over personal power

A

Group Power

73
Q

. He believed a worker should get “a fair day’s pay for a fair day’s work”—no more,
no less

A

Frederick Taylor

74
Q

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

A

project

75
Q

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

A

Project Management

76
Q

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

A

Project Management

77
Q

A temporary effort of sequential activities

A

project

78
Q

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

A

project management

79
Q

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

A

project

80
Q

The practice of delivering a solution subject to constraints

A

project management

81
Q

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

A

project

82
Q

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

A

project

83
Q

Project Management Characteristics

A

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

84
Q

Project Characteristics

A
  1. Temporary
  2. Unique
85
Q

Project Characteristics

HAS DEFINITE Start and Finish

A

temporary

86
Q

Project Characteristics

Project/Service is different in some distinguishing way

A

Unique

87
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.

88
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.

89
Q

Project Challenge/s

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

90
Q

Projects are influenced by two strong factors:

A
  1. Internal Environment
  2. External Environment
91
Q

Every project is dependent upon:

A
  1. the process
  2. the people
  3. tool
92
Q

Project Ecosystem

  • Determine how the work needs to be accomplished.
A

process

93
Q

Project Ecosystem

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

A

people

94
Q

Project Ecosystem

Techniques and devices selected by the organization

A

tool

95
Q

“Are the limits within which a project must operate”

A

Project constraint

96
Q

What are the project constraints? (4)

A

Scope
schedule
budget
quality

97
Q

Project Constraints

Boundaries of the project

A

scope

98
Q

Project Constraints

Time to complete the project

A

schedule

99
Q

Project Constraints

  • Funding available to cover all expenses
A

budget

100
Q

Project Constraints

Delivering the project outcomes according to the
expectations of the stakeholders.

A

quality

101
Q

Project Management cycle

A
  1. initiation
  2. Planning
  3. Implementation
  4. Monitoring
  5. Adapt
  6. Closing
102
Q

Stage where a project is approved and financed as an idea

A

Initiation

103
Q

Development of detailed plans required to manage the
implementation of the project.

A

Planning

104
Q

Taking all necessary actions to ensure the activities
in the project plan are completed.

A

Implementation

105
Q

Measuring the progress of a project against its objectives

A

Monitoring

106
Q

Learns and adapts the method, and approaches and
determines what works best for the project.

A

Adapt

107
Q

When the project has achieved the planned objectives and
all deliverables have been completed

A

Closing

Engineering Management (1 decks)

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