Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

ME 212 > Module 3 > Flashcards

Module 3 Flashcards

1
Q

To minimize mistakes in decision making, it is undertaken.

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

It is the output of planning.

A

Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

It provides a methodical way of achieving desired results.

A

Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

It serves as a useful guide in the implementation of activities.

A

Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

True or False. Without the plan, some minor tasks may be afforded minor attention which may later on hinder the accomplishment of objectives.

A

False

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

The first stage of any type of planning is the ____________________.

A

conscious and explicit statement of the ultimate objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

It pervades management

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

True or False. Planning at all levels of an organization is desirable.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

It not only involves predetermining a course of action to be taken, relative to a known event, but includes mentally searching for possibilities of future problem that might appear.

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

It becomes premises for decisions to be made in the future.

A

Plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

The modern manager must anticipate changes which will require discarding old ways and adopting new ones. Thus, the need for planning results from various changes in the environment. The aspects of this changing environment are:

A
  1. Changes in Technology
  2. Changes in Government Policy
  3. Changes in all overall economic activity
  4. Changes in the nature of competition
  5. Changes in social norms and attitude
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

It is a function of management in which a conscious choice of patterns of influence is determined for decision makers so that many decisions will be coordinated for some period of time and will be directed toward the chosen broad goals.

A

Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

It is a predertermined course of action.

A

Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

It may be tailored to a specific project, or they may be established as a standing plans for any future actions.

A

Plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

__________, developed after considerable detailed study of a routine set of actions, can serve as a predetermined pattern, which will ensure correct future action with a maximum of rethinking on the operator.

A

Checklist

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

According to them, Planning refers to” the management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.” This definition is useful because it relates the future to what could be decided now.

A

Nickels and others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

They define planning as “the selection and sequential ordering of tasks required to achieve an organization goal. “ The definition centers on the activity to accomplish the goals.

A

Aldag and Stearns

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

The definition of __________provides a better guide on how effectively perform this vital activity. Planning according to them is “deciding what will be done, who will do it, where, when, and how it will be done and the standards to

A

Cole and Hamilton

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

It is selecting the best course of action so that the desired result may be achieved. It must be stressed that the desired result takes first priority and the course of action chosen is the means to realize the goal

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

The process of planning consists of various steps depending on the management level that performs the planning task. Generally, however, planning involves the following:

A
  1. Setting organizational, divisional, or unit goals
  2. Developing strategies or tactics to reach those goals
  3. Determining resources needed and
  4. Setting standard
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What is the first task of the engineer manager?

A

to provide a sense of direction to his firm

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

It is the precise statement of the results sought, quantified in the time and magnitude, where possible.

A

Goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What are the Organizational Level by Hierarchy?

A
  1. Company
  2. Division
  3. Unit
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

After determining the goals, the next task is to ___________________.

A

devise some means to realize them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

The ways to realize the goals are called _____________ and these will be the concern of top management.

A

strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

True or False. Strategies are of concern of the top management while the middle and lower management will adapt their own tactics to implement their plans.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

It is the course of action aimed at ensuring that the organization will achieve its objectives.”

A

Strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

It is a short-term action taken by management to adjust to negative internal or external influences.

A

Tactic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

They are formulated and implemented in support of the firm’s strategies.

A

Tactic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

These are the general and ultimate ends toward which they are aimed.

A

Goals of Organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

It is the specific and well defined roles and activities on which the organization elects to concentrate its efforts.

A

Mission of Organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Strategies must be tailored to the specific situation in which an organization find itself. A strategy that has been successful for one company may not be good for another.

A

Strategies of Organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

When particular sets of strategies or tactics have been devised, the engineer manager will, then, determine _________________ requires by such strategies or tactics.

A

the human and non-human resources

34
Q

It is a quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods or processes

A

Standard

35
Q

Since engineer managers could be occupying positions in any of the various management levels, it will be useful for them to know some aspects of planning undertaken at the different management levels. Planning activities undertaken at various are as follows:

A
  1. Top management level- strategic planning
  2. Middle management level- intermediate planning
  3. Lower management level- operational
36
Q

It refers to the process of determining the major goals of the organization and the policies and the strategies for obtaining and using resources to achieve those goals.

A

Strategic Planning

37
Q

The top management of any firm is involved in this type of planning.

A

Strategic Planning

38
Q

It is the decision about long-range goals and the course of action to achieve the goals.

A

Strategic Plan

39
Q

It is the process determining the contributions that subunits can make with allocated resources.

A

Intermediate Planning

40
Q

This type of planning is undertaken by middle management.

A

Intermediate planning

41
Q

It is design to support the strategic plan.

A

Intermediate plan

42
Q

It is the process of determining how specific task can best be
accomplished on time with available resources.

A

Operational Planning

43
Q

This type of planning is a responsibility of lower management.

A

Operational Planning

44
Q

It must be performed in support of strategic plan and intermediate plan.

A

Operational Plan

45
Q

Chief Executive office, President, Vice Presidents, General Manager, Division Heads

A

Top Management

46
Q

Functional Managers, Product Line Managers, Department

A

Middle Management

47
Q

Unit Managers and First Line Supervisor

A

Lower Management

48
Q

Useful Generalizations of Planning:

A
  1. A plan should be directed toward well-defined objectives.
  2. Plans made by different specialists should be coordinated through adequate communication among specialists.
  3. Planning is a prerequisite to other functions of management.
  4. Planning pervades the hierarchy of an organization.
  5. A manager should relate the degree of commitment of his resources to the need of definite plans.
  6. Plans should retain flexibility
49
Q

Plans are different types. They may be classified in terms of _________________________.

A

a. functional areas
b. time horizon
c. frequency of use.

50
Q

Plans may be prepared according to the needs of the different functional areas. Among the types of functional area plans are the following:

A
  1. Marketing Plan
  2. Production Plan
  3. Financial Plan
  4. Human Resource Management
51
Q

This is the written document or blueprint for implementing and controlling an organization’s marketing activities related to particular marketing strategy.

A

Marketing plan

52
Q

This is the written document that states the quantity of output of a company must be produced in broad terms and by product family.

A

Production plan

53
Q

It is a document that summarizes the current financial situation of the firm, analyzes financial needs and recommends a directions for financial activities.

A

Financial Plan

54
Q

It is a document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company’s strategic plan.

A

Human resource management plan

55
Q

Plans with time horizon consist of the following.

A
  1. Short-range plan
  2. Long-range plan
56
Q

These are plans intended to cover a period of less than one year.

A

Short-range plans

57
Q

First-line supervisors are mostly concerned with these plans

A

Short-range plans

58
Q

These are plans covering a time span of more than one year.

A

Long-range Plan

59
Q

They are undertaken by middle and top management.

A

Long-range plan

60
Q

According to frequency of use, plans may be classified as:

A
  1. Standing Plans
  2. Singe-use Plans
61
Q

These are plans that are used again and again, and they focus on managerial situations that recur repeatedly.

A

Standing Plans

62
Q

Standing plans may be further classified as:

A
  1. Policies
  2. Procedures
  3. Rule
63
Q

They are broad guidelines to aid managers at every level in making decisions about recurring situations or functions.

A

Policies

64
Q

They are plans that describe the exact series of actions to be taken in a given situation.

A

Procedures

65
Q

They are statements that either require or forbid a certain action.

A

Rules

66
Q

These plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.

A

Single-use plans

67
Q

Single-use plans may be further classified as follows:

A
  1. Budgets
  2. Program
  3. Projects
68
Q

According to Weston and Brigham, it is “a plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.”

A

Budgets

69
Q

It is a single-use plan designed to coordinate a large set of activities.

A

Program

70
Q

It is a single-use plans that is usually more limited in scope than a program and is sometimes prepared to support a program.

A

Project

71
Q

True or False. The structure and content of organizational plans vary depending on the nature of the organizations adapting them.

A

False (marketing plans)

72
Q

William Cohen maintains that the following must be included in the marketing plan:

A
  1. The Executive Summary
  2. Table of Contents
  3. Situational Analysis and Target Market
  4. Marketing Objectives and Goals
  5. Marketing Strategies
  6. Marketing Tactics
  7. Schedules and Budgets
  8. Financial Data and Control
73
Q

It presents an overall view of the marketing project and its potential.

A

Executive Summary

74
Q

The production plan must contain the following:

A
  1. The amount of capacity the company must have
  2. How many Employees are required?
  3. How much material must be purchased?
75
Q

The components of the financial plan are follows:

A
  1. An analysis of the firm’s current financial condition as indicated by an analysis of the most recent statements
  2. A sales forecast
  3. The Capital Budget
  4. The cash budget
  5. A set of pro Forma (or Projected) financial statements
  6. The external financing plan
76
Q

The human resources plan must contain the following:

A
  1. Personnel requirements of the company
  2. Plans for recruitment and selection
  3. Training plan
  4. Retirement plan
77
Q

The strategic plan must contain the following:

A
  1. Company or corporate mission
  2. Objectives or Goals
  3. Strategies
78
Q

It refers to the “strategic statement that identifies why an organization exists, its philosophy of management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets

A

Company or corporate mission

79
Q

Planning may be successful if the following are observed:

A
  1. Recognize the planning barriers
  2. Use of aids to planning
80
Q

The planning barriers, according to Plunkett and Attner, are follows:

A
  1. Managers inability to plan
  2. Improper planning process
  3. Lack of commitment to the planning process
  4. Improper information’
  5. Focusing on the present at the expense of the future
  6. Too much reliance on the planning department
  7. Concentrating on only the controllable variables
81
Q

Among the aids to planning

A
  1. Gather as much information as possible
  2. Develop multiple sources of information
  3. Involve others in the planning Process

ME 212 (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions