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Engineering Management > Module 1 - Introduction to Engineering Management > Flashcards

Module 1 - 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
  • Objective
  • Financial, Human and Material Resources of Management
  • 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

5M’s of Management

A
  • Money
  • Manpower
  • Materials
  • Machines
  • 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

Methods

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17
Q

“The use of right methods helps to increase ___________ of operations and contributes to ____________ management.”

A

efficiency, effective

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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

Principles of Scientific Management

A
  • If workers managers and manpower were optimized and simplified, productivity would increase.
  • Assigning a worker to a specific job that matched the skill level of the individual
  • Teaching the worker to do a certain job in a specific way
  • Breaking down each job into component parts and timing each part to determine the most efficient method of working.
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23
Q

Four Principles of Scientific Management

A
  1. Scientifically study each part of a task and develop the best method for performing it.
  2. Carefully select workers and train them to perform the task.
  3. Cooperate fully with workers
  4. Managers analyze and plan work; workers actually perform the tasks.
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24
Q

“Employees were not allowed to make decisions that could yield a __________. Taylor was more concerned about ____________.”

A

better outcome, performance

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25
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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26
Q

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

A

Bureaucracy

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27
Q

Five Principles of Bureaucracy

A
  • Authority is the power to hold people accountable for their actions.
  • Positions in the firm should be held based on performance, not social contacts.
  • Position duties are clearly identified so that people know what is expected of them.
  • Lines of authority should be clearly identified such that workers know who reports to who.
  • Rules, standard operating procedures (SOPs), and norms guide the firm’s operations.
28
Q

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

A

Henri Fayol

29
Q

Henri Fayol’s book containing his ideas and experiences and turning it into a series of tasks and principles of management.

A

General and Industrial Management in 1916

30
Q

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

A

Henri Fayol

31
Q

Five Duties of Management

A
  • Foresight
  • Organization
  • Command
  • Coordinate
  • Control
32
Q

The five duties of management evolved into?

A

the four functions of management

33
Q

the four functions of management

A
  • planning (foresight)
  • organizing (organization)
  • leading (command and coordinate)
  • controlling (control)
34
Q

14 Principles of Management

A
  • Division of Work
  • Authority
  • Discipline
  • Unity in Command
  • Unity in Direction
  • Subordination of Individual Interest to General Interest
  • Renumeration
  • Centralization
  • Scalar Chain
  • Order
  • Equity
  • Stability of Tenure
  • Initiative
  • Esprit de Corps
35
Q

Specialization helps the individual to build up expertise

A

Division of Work

36
Q

Power to issue orders. Indicates the need for supervisors.

A

Authority

37
Q

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

A

Discipline

38
Q

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

A

Unity in Command

39
Q

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

A

Unity in Direction

40
Q

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

A

Subordination of Individual Interest to General Interest

41
Q

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

A

Renumeration

42
Q

Decision-making should be centralized.

A

Centralization

43
Q

A hierarchy is necessary for unity of direction.

A

Scalar Chain

44
Q

Material order and social order

A

Order

45
Q

Treating employees fairly.

A

Equity

46
Q

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

A

Stability of Tenure

47
Q

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

A

Initiative

48
Q

Management must foster the morale of its employees.

A

Esprit de Corps

49
Q

Two key contributions to classical management theory: “Gantt Chart and The Task and Bonus System”

A

Henry Gantt

50
Q

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

A

Gantt Chart

51
Q

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

A

Gantt Chart

52
Q

“Mother of Modern Management”

A

Mary Parker Follett

53
Q

Believed that management was “the art of getting things done through people.” Offered valuable insight on the importance of “powering with” rather than “powering over”

A

Mary Parker Follett

54
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

55
Q

Follett’s Principles of Coordination

A
  • Direct Contact
  • Early Stages
  • Reciprocal Relationship
  • Continuous Process
56
Q

Follett’s Theory of Management

A
  • Integration
  • Power With
  • Group Power
57
Q

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

A

Project

58
Q

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

A

Project Management

59
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
60
Q

Projects are influenced by two strong factors

A
  • Internal Environment
  • External Environment
61
Q

Conditions that the organization has established for the project work

A

Internal Environment

62
Q

Conditions that the project has little or no influence to change

A

External Environment

63
Q

Are the limits within which a project must operate

A

Project Constraints

64
Q

Project Constraints

A
  • Scope
  • Schedule
  • Budget
  • Quality
65
Q

Project Management Cycle

A
  • Initiation
  • Planning
  • Implementation
  • Monitoring
  • Adapt
  • Closing

Engineering Management (1 decks)

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