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Engineering Management > MODULE 3: PLANNING & ORGANIZING TECHNICAL ACTIVITIES > Flashcards

MODULE 3: PLANNING & ORGANIZING TECHNICAL ACTIVITIES Flashcards

1
Q

A logical and systematic approach of formulating the objectives, programs, policies, procedures, budgets, rules and regulations, and other types of plans.

A

Planning Technical Activities

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2
Q

It is considered as the most basic of all managerial functions, for it contains the goal of a system.

A

Planning Technical Activities

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3
Q

The Four Major Factors of the Essential Nature of Planning

A
  • Contribution to purpose and objectives
  • Planning as the first basic function
  • Planning as a function of all managers
  • Planning for efficient organization
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4
Q

Planning is required to facilitate accomplishment of business purposes and objectives.

A

Contribution to purpose and objectives

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5
Q

Planning is logically performed before the execution of all managerial functions

A

Planning as the first basic function

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5
Q

Planning is logically performed by all managers to ensure the smooth operation of an organization

A

Planning as a function of all managers

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6
Q

The efficiency of a plan is evaluated by the amount it contributes to purpose and objectives as offset by the expenses and other things required to formulate and implement

A

Planning for efficient organization

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7
Q

Parts of an organizational Plan

A
  • Objectives or Goals
  • Program
  • Policies
  • Procedures
  • Rules
  • Budget
  • Philosophy
  • Strategy
  • Mission
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7
Q

 An estimated result expected in the future
 Are established at organizational, departmental or individual level
 Usually expressed in quantifiable manner
 Ex. To train five technicians in a particular skill in the next six months can
be an objective of a foreman

A

Objectives or Goals

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8
Q

Types of objectives

A
  • Long-Range Objectives
  • Short-Range Objectives
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9
Q

– Should be derived from an in-depth evaluation of the organization’s
long-range objectives, resulting in a listing of priorities
– These can be set to help achieved the LRO
All objectives should be clear, concise and quantified when
possible.

A

Short-Range Objectives

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10
Q

– Generally go beyond the current fiscal year of the organization
– They must support and not conflict with the organizational mission
– Ex. Mission of a Jollibee is to provide a rapid hot food service to a
certain area of the city. Its objective is to increase sales
to a specific level within the next four years.

A

Long-Range Objectives

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11
Q

Guidelines in Implementing Management by Objectives

A
  1. Adapt your objectives directly to organizational goals and strategic
    plans. Do not assume that they support higher-level management
    objectives.
  2. Quantify and target the results whenever possible. Do not formulate
    objectives whoe attainment cannot be measured or at least verified.
  3. Test your objectives for challenge and achievability. Do not build
    cushions to hedge against accountability for results.
  4. Adjust the objectives to the availability of resources and the realities
    of organizational life. Do not keep your head either in the clouds or
    in the sand.
  5. Establish performance reports and milestones that measure
    progress toward the objective. Do not rely on instinct or benchmarks
    to appraise performance.
  6. Put your objectives in writing and express them in clear, concise
    and unambiguous statements. Do not allow them to remain in loose
    or vague terms.
  7. Limit the number of statements of objectives to the most relevant
    key result areas of your job. Do not obscure priorities by stating too
    many objectives.
  8. Communicate your objectives to your subordinates so that they can
    formulate their own job objectives. Do not demand that they do your
    goal setting for you.
  9. Review your statements with others to assure consistency and
    mutual support. Do not fall into the trap of setting your objectives in
    a vacuum.
  10. Modify your statements to meet changing conditions and priorities.
  11. Do not continue to pursue objectives which have become obsolete.
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12
Q

 It is the actual course of action designed to carry out the established
objective.
 It is a comprehensive plan that indicates use of different resources in an
integrated pattern and establishes a sequence of required actions and time
schedules for each in order to achieve stated objectives.
 Ex. Concretizing the sequence of the various activities using a Gantt Chart.

A

Program

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12
Q

 These are basic guidelines for action.
 They indicated what is permitted and what is not permitted.
 These channel how management should order its affairs and its attitude
toward major issues
 They indicate the intent of those who guide the organization
 Policy statements: to ensure, to promote, to maintain, to be, to accept, etc.
 Ex. Promoting people from within can be a personnel policy of a company.

A

Policies

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12
Q

 These are series of related steps expressed in chronological order for a
specific purpose.
 These defines in step-by-step fashion the methods by and through which
policies are achieved.
 Outline precisely how a recurring activity must be accomplished.
 These are instructions as to how a particular thing should be done
 SOP – well-established formal procedures

A

Procedures

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13
Q

 A plan stated in financial terms.
 An estimate of income and expenditures for a future period
 The use of this enables executives to perform their management functions
more effectively since it provides them with the proper guidance in
matters of disbursement

A

Budget

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13
Q

 The values and beliefs an organization holds as the guiding light
 These are usually passed on by the founder of the organization.
 Ex. Providing quality products at reasonable prices, providing comfort and
enhancing the quality of life of society was the vision of Mr. Konosuke
Matsushita, the founder of the electronics firm bearing his name.

A

Philosophy

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13
Q

 These are very specific actions to be taken with respect to a situation.
 Ex. “No smoking in the conference room”

A

Rules

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14
Q

 It is the method of shaping a company’s future and involves determining
the long-run direction of the organization.
 Outlines the basic steps and management intends to do to achieve its
objectives.

A

Strategy

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15
Q

 It is the purpose or reason for the existence of an organization
 Can be defined in terms of an organization’s product/services or
markets/customers
o Ex. Marketing pharmaceutical products can be the mission of a drug
manufacturing company.

A

Mission

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16
Q

Basic Steps in Business Planning

A
  1. Define the business idea.
  2. Establish goals and objectives.
  3. Evaluate the ideas, goals and objectives.
  4. Forecast cash needs.
  5. Identify sources of funds. Write a business plan.
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17
Q

Types of Plans

A

a) Standing Plans
b) Single-Use Plans
c) Long-Range Plans
d) Intermediate Plans
e) Short-Range Plans
f) Marketing Plans
g) Production Plans
h) Financial Plans
i) Manpower Plans
j) Strategic Plans
k) Tactical Plans

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17
Q

 Plans that serve as guidelines to managerial action.
 Used where an activity occurs repeatedly.

A

Standing Plans

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18
Q

Plans that are designed for a specific purpose or period.

A

Single-Use Plans

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18
Q

These are the strategic plans of the organization

A

Long-Range Plans

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18
Q

 Plans that follow once the long-range plans are formulated.
 Plans that are made for the realization of long-range goals

A

Intermediate Plans

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19
Q

 Plans that provide the guidelines for day-to-day actions in the organization.

A

Short-Range Plans

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20
Q

 The common objective of these type of plans are to increase their
present market share and develop new products.

A

Marketing Plans

21
Q

 These focus on producing the desired amount of goods demanded at
the market place.
 Involves routing (determines the path for the flow of production),
scheduling (sets up a time table) and dispatching (signals the flow of
time and find reasons for delay) processes.

A

Production Plans

22
Q

 These involves a systematic way of determining the types of personnel needed
in the long and short-range for an organization.
 Forecasting is necessary as to the demand and supply of labor.

A

Manpower Plans

23
Q

 Provides quantitative basis for decision making and control.

A

Financial Plans

24
Q

 Plans that involve determining the major goals of the entire organization and
the policies to guide the achievement of these goals.

A

Strategic Plans

25
Q

 Plans deal with the determination of the short term-specific utilization of the
resources of the organization in achieving its strategic goals.
 The reliance for these plans is on past performance and as to how an
organization previously allocated its resources.

A

Tactical Plans

26
Q

Planning Techniques and Tools

A
  1. Forecasting
  2. Break-even Analysis
  3. Scheduling
  4. Management by Objectives
26
Q

 This is an attempt to foretell or predict future trends, events or conditions from
known data and to prepare for the expected changes in business or industry.
 Under this technique, past and present or current information is used to predict
future events or conditions.

A

Forecasting

27
Q

Examples of Forecasting Techniques

A

i. Survey Method
ii. Trend Method or Time-series Analysis
iii. Econometric Method

27
Q

 These models are based on statistical method of analyzing data and
making predictions.
 It helps to find the historical relationship between sales volume and
a number of independent variables. e.g. GNP

A

Econometric Method

28
Q

 The future is predicted by projected trends using past data or
information
 This method brings out the relationship between sales and time.

A

Trend Method or Time-series Analysis

28
Q

 Involves probing the customer or respondent through questionnaires or interviews.

A

Survey Method

29
Q

 This is the term used for planning time for various activities in an organization.
 An advantage of this is that it focuses the manager to engage in planning,
identifying critical areas and correcting them.
 The manager will also be able to monitor those activities most critical to the
successful completion of a project.

A

Scheduling

29
Q

 Using BE Charts, a break-even point, that is, the point at which total cost equal
total revenue, be determined.
 Using BE chart, a manager can say whether the company can sell enough
products to breakeven and plan accordingly.

A

Break-even Analysis

30
Q

 An approach to management designed to encourage initiative and prevent
working at cross-purposes, or indeed, for no purpose at all.
 In this, the boss and subordinates function as a team in setting objectives and
accomplishing those objective through cooperation.
 This has also been called management by results, goals, controls, work
planning and review and goals management

A

Management by Objectives

31
Q

Reasons why Managers Fail in Planning

A
  1. Lack of real commitment in planning
  2. Interchanging planning studies with plans.
  3. Failure to develop and Implement sound strategies.
  4. Lack of meaningful objectives and goals.
  5. Tendency to underestimate the importance of planning premises.
  6. Failure to see the scope of plans.
  7. Failure to see planning as a rational process.
  8. Too much reliance on experience.
  9. Failure to use the principle of limiting factor.
  10. Lack of top management support.
  11. Lack of clear delegation.
  12. Lack of adequate control techniques and information.
32
Q

The process of grouping together of men and establishing among them, defining the
authority and responsibility of personnel by using the company’s other basic resources
to attain predetermined goals or objectives.

A

Organizing Technical Activities

33
Q

The identification of the grouping of work to be done, the delegation of authority and
responsibility to the employees, and the establishment of relationships among the
personnel in order to use the company’s basic material resources in the
accomplishment of a common goal.

A

Organizing Technical Activities

33
Q

The Nature of Organizing

A
  • The structure must reflect objectives and plans because activities of the organization
    are based on them.
  • The structure must reflect authority given to top and middle management.
  • Organization structure should reflect their external environment.
  • The organization must be manned.
33
Q

It is an undeniable fact that it is the is the backbone of the successful
enterprise, the solid foundation upon which the entire business is built.

A

Proper organization

33
Q
  1. The executive structure of a business.
  2. A creative process.
  3. The total business organization, including facilities, materials, money and manpower.
  4. “Concept” to which a member is assigned specific duties and under the term of which
    all employees work effectively together within a framework of superior and subordinate
    relationship.
A

Organization

34
Q

Organization Structures

A
  • Flat Structures
  • Tall Structures
35
Q
  • Permit general supervision.
  • Communication is much faster in an organization with a wide span of control.
A

Flat Structures

35
Q
  • Leads to close or tight supervision.
  • Has narrow span
A

Tall Structures

36
Q

Types of Organization Structures

A
  1. Line Organization
  2. Line and Staff Organization
  3. Functional Organization
  4. Committees
37
Q

 The simplest and oldest form of organization.
 Refers to a direct straight-line responsibility and control from top management
to the middle management and to the lower level.
 There are direct single lines of authority and responsibility between manager
and his subordinates.
 Common in many small and medium-sized companies.
 Disadvantage: The manager of a department must be familiar with diverse
activities related to the operation of the department
 Advantage: Authority and responsibility are clear in this type and the clarity
helps to avoid several organizational problems.

A

Line Organization

38
Q

 This utilizes the assistance of experts or specialists.
 Used by Business leaders who had recognized that a small number of
managers could not personally assume direct responsibility for all functions,
such as research, planning, distribution, public relations, industrial relations,
etc.
 Managers and general foremen retain supervisory authority and control over
the activities of personnel of their respective departments.
 The Staff department assists/supports the line organization.

A

Line and Staff Organization

38
Q

A department or a position is called a ____ if its objectives are directly in
line with the company’s objectives.

A

Line

39
Q

A department or a position is called ____ if its objectives are indirectly in
line with the company’s objectives

A

staff

40
Q

These are those who contribute directly to the accomplishment
of organizational objectives.

A

Line personnel

41
Q

 This utilizes the pure services of experts or specialist.
 This removed the staff specialist from his “assisting” capacity and gave him the
pure authority for supervision and administration of the function, replacing the
operating foreman.
 Each worker in the department has many supervisors
 Disadvantage: It violates the principle of organization namely “Unity of
Command”. Which creates organizational problems such as lack of clarity of
authority, inadequate control, confusion and conflicts.

A

Functional Organization

42
Q

prepares the production and the worker has to approach him for direction in his area

A

Gang Boss

43
Q

assigned with the responsibilities of introducing men and getting the set standards of
production

A

Speed Boss

44
Q

In charge of checking the quality of work

A

Inspector

45
Q

takes care of the equipment and tool repairs

A

Repair Boss

46
Q

determines the best way to do the job

A

Instruction Boss

46
Q

plans and schedules order

A

Work Boss

46
Q

maintains information relating to cost and production

A

Time Boss

47
Q

handles personnel activities

A

Shop Boss

47
Q

a. Used in situations where group participation and decision are required.
b. Managers are totally reluctant to use committees because of a fear of diverse
opinions.
c. These are created to undertake special activities rather than routinary activities.
An manager or supervisor has the right to form a committee if it is needed by
his department or company.
d. It is a tool for the development of ideas and procedures.
e. It is a means by which ideas can be pooled and offered for criticism.
f. It is the strong right arm of a tactful administration that realizes the importance
of getting its people to work together in the solution of its own problems.

A

Committees

48
Q

This committee undertakes temporary activities.

A

Ad Hoc Committee

48
Q

Committees may be classified as:

A

Ad Hoc Committee.
Standing Committee.

49
Q

This is sometimes called permanent committee which
undertakes permanent activities, such as the budget committee.

A

Standing Committee

50
Q

Committees should be varied in terms of the needs of a given enterprise.
The four basic principles to be considered are the following:

A
  1. The organization of a committee should grow out of a need that is recognized
    by the representatives of the departments and the personnel affected.
  2. The members of a committee should be representatives of the function and the
    personnel concerned who have variations in opinion among them.
  3. Duties, authority and responsibility must be clearly defined.
  4. The organization and operation of a committee should be a cooperative
    development.

Engineering Management (4 decks)

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