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Yey 3rd Year Lezzgo > PINANSIN KO > Flashcards

PINANSIN KO Flashcards

1
Q

It may be defined as the creative problem solving process of PLANNING, ORGANIZING, LEADING, and COONTROLLING an organization’s resources to achieve its missions and objectives.

A

Management

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2
Q

It refers to the activity combining technical knowledge with the ability to organize and coordinate worker power, material, machinery, and money.

A

Engineering Management

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3
Q

What is the top position an engineer may hope to occupy?

A

General Managership or Presidency of any firm.

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4
Q

TRUE OR FALSE: As he scales the management ladder, he finds that the higher he goes up, the more technical activities he performs, and the less management tasks he accepts.

A

FALSE

“As he scales the management ladder, he finds that the higher he goes up, the LESS technical activities he performs, and the MORE management tasks he accepts.”

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5
Q

What are the processes that management consists of?

A

Planning
Organizing
Leading
Controlling

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6
Q

What level are those with minimal engineering jobs, like retail firms?

A

Level One

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7
Q

What level those with moderate degree of engineering jobs, like transportation companies?

A

Level Two

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8
Q

What level are those with a high degree of engineering jobs, like construction firms?

A

Level Three

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9
Q

Among the types of organizations, at what level will the engineer have a slim chance of becoming the general manager or president, unless, of course, he owns the firm? The engineer manager may be assigned to head a small engineering unit of the firm, but there will not be too many firms that will have this unit.

A

Level One

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10
Q

Among the types of organizations, at what level may the engineer be assigned to head the engineering division? The need for management skills will now be felt by the engineering manager.

A

Level Two

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11
Q

Among the types of organizations, at what level does it provide the biggest opportunity for an engineer to become president or general manager? In this case, the engineer manager cannot function effectively without adequate management skills.

A

Level Three

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12
Q

What are the types of organizations that may be classified according to the engineering jobs performed?

A

Level One
Level Two
Level Three

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13
Q

When did the formal study of management begin?

A

Later in the 19th century

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14
Q

He is one of the early pioneers of management theory.

A

Frederick W. Taylor

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15
Q

He is a mechanical engineer who believed that it was management’s task to design jobs properly and to provide incentives to motivate workers to achieve higher productivity.

A

Frederick W. Taylor

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16
Q

This institute is believed to have the oldest engineering management department, established as the School of Business Engineering in 1908. This was later called the Bachelor of Engineering in Engineering Management (BEEM).

A

Stevens Institute of Technology

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17
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

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18
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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19
Q

He believed that an ideal bureaucracy consists of six specific characteristics: hierarchy of command, impersonality, written rules of conduct, advancement based on achievement, specialized division of labor and efficiency.

A

Max Weber

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20
Q

What are those six specific characteristics that an ideal bureaucracy consists of, as believed by Max Weber?

A
  1. Hierarchy of command
  2. Impersonality
  3. Written rules of conduct
  4. Advancement based on achievement
  5. Specialized division of labor
  6. Efficiency
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21
Q

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

A

Elthon Mayo

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22
Q

Conducting experiments on conditions in the workplace and incorporating the well-published findings of hawthorne studies, HE declared that logical factors were far less important than emotional factors in determining productive efficiency”.

A

Elthon Mayo

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23
Q

He concluded that participation in social groups and group pressure as proposed to organizational structures or demands from management had the strongest impact on worker productivity.

A

Elthon Mayo

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24
Q

He explained that becoming a servant leader begins with the natural feeling that one wants to serve followed by the aspiration to lead. Although the concept of servant leader is found in the bible and might even date further back into antiquity, it was first proposed as a management by him.

A

Peter Greenleaf

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25
Q

This is where the engineers are engaged in the process of learning about nature and codifying this knowledge into usable theories.

A

Research

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26
Q

This is where the engineers undertakes the activity of turning a product concept to a finished physical item.

A

Design and Development

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27
Q

This is where the engineer works in a unit where new products or parts are tested for work ability.

A

Testing

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28
Q

This is where the engineer is directly in charge of production personnel and assumes responsibility for the product.

A

Manufacturing

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29
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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30
Q

This is where the engineer assists the company’s costumers to meet their needs, especially those that required technical expertise.

A

Sales

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31
Q

This is where the engineer works as consultant of any individual or organization requiring his services.

A

Consulting

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32
Q

This is where the engineer may find employment performing any of the various task in regulating, monitoring, and controlling the activities of various institutions, public or private.

A

Government

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33
Q

This is where the engineer gets employment in a school and is assigned as a teacher of engineering courses. Some of them later becomes deans, vice-president and presidents.

A

Teaching

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34
Q

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

A

Management

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35
Q

What are the three general preconditions for achieving lasting success as a manager, as indicated by Kreitner?

A

Ability
Motivation to Manage
Opportunity

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36
Q

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

A

Managerial Ability

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37
Q

According to Higgins, it refers to a description of whether objectives are accomplished.

A

Effectiveness

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38
Q

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

A

Efficiency

39
Q

TRUE OR FALSE: Many people have the desire to work and finish specific tasks assigned by superiors, and many are motivated to manage other people so that they may contribute to the realization of the organization’s objectives.

A

FALSE

“Many people have the desire to work and finish specific tasks assigned by superiors, but NOT MANY are motivated to manage other people so that they may contribute to the realization of the organization’s objectives. “

40
Q

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

A

John B. Miner

41
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.
42
Q

What are the 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.
43
Q

Their primarily tasked is to provide leadership in the quest for the attainment of the organization’s objectives.

A

Managers

44
Q

TRUE OR FALSE: The engineer manager’s decision making skills will be very crucial to his success as a professional.

A

TRUE

45
Q

They must be made at various levels in the workplace. They are also made at the various stages in the management process.

A

Decisions

46
Q

TRUE OR FALSE: Decision making is a responsibility of the engineer manager.

A

TRUE

47
Q

The bigger issue is the manager who cannot or don’t want to make decisions. SHE concludes that this type of managers are dangerous and “should be removed from their position as soon as possible.”

A

Delaney

48
Q

It 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

49
Q

TRUE OR FALSE: Decision making, according to Nickels and others, “is the heart of all the management functions. “

A

TRUE

50
Q

What are the (8) decision making process?

A
  1. Diagnose problems
  2. Analyze environment
  3. Articulate problem or opportunity
  4. Develop viable alternatives
  5. Evaluate alternatives
  6. Make a choice
  7. Implement decision
  8. Evaluate and adapt decision results
51
Q

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

A

Problem

52
Q

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

A

Diagnose Problem

53
Q

The objective of environmental analysis is the identification of constraints, which may be spelled out as either:

A

Internal or External Limitations

54
Q

What are the example of internal limitations?

A
  1. Limited funds available for the purchase of equipment.
  2. Limited training on the part of employees.
  3. III designed facilities
55
Q

What are the example of external limitations?

A
  1. Patents are controlled by other organizations.
  2. A very limited market for the company’s product.
  3. Strict reinforcement of local zoning regulations.
56
Q

The environment consists of two major concerns:

A

Internal Environment
External Environment

57
Q

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

A

External Environment

58
Q

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

A

Internal Environment

59
Q

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

A

Articulate problem or opportunity

60
Q

Oftentimes, problems may be solved by any of the solutions offered. The best among the alternative solutions may be considered by management. This is made possible by using a procedure with the following steps:

A
  1. Prepare a list of alternatives solutions.
  2. Determine the viability of each solutions.
  3. Revise the list by striking out those which are not viable.
61
Q

What are the (5) aspect of Internal Environment?

A
  1. Organizational Aspects
  2. Marketing Aspects
  3. Personnel Aspects
  4. Production Aspects
  5. Financial Aspects
62
Q

The Engineering Firm and its (8) External Environment are?

A
  1. Government
  2. Engineers
  3. Clients
  4. Competitors
  5. Public
  6. Banks
  7. Suppliers
  8. Land Union
63
Q

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

A

Souder

64
Q

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

A

Choice-making

65
Q

_____ advises that “particular effort should be made to identify all significant consequences of each choice”.

A

Webber

66
Q

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

A

Implementation

67
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 originally specified.

A

Feedback

68
Q

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

A

Control

69
Q

What are the approaches in problem solving?

A

Quantitative Evaluation
Qualitative Evaluation

70
Q

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

A

Qualitative Evaluation

71
Q

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

A

Quantitative Evaluation

72
Q

Stevenson states that manager tends to use the qualitative approach when:

A
  1. The problem is fairly simple.
  2. The problem is familiar.
  3. The costs involved are not great. (Low cost)
  4. Immediate decisions are needed.
73
Q

What are the (9) types of quantitative techniques which may be useful in decision making?

A
  1. Inventory models
  2. Queuing theory
  3. Network models
  4. Forecasting
  5. Regression analysis
  6. Simulation
  7. Linear programming
  8. Sampling theory
  9. Statistical decision theory
74
Q

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

A

Inventory Models

75
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

76
Q

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

A

Production order quantity model

77
Q

This is an inventory model used for planned shortages.

A

Back order inventory model

78
Q

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

A

Quantity discount model

79
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

80
Q

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

A

Network Model

81
Q

What are the two most prominent network models?

A
  1. Program Evaluation Review Technique (PERT)
  2. Critical Path Method (CPM)
82
Q

It’s a techniques which enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimates for each activity.

A

Program Evaluation Review Technique (PERT)

83
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

Critical Path Method (CPM)

84
Q

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

A

Forecasting

85
Q

It is a forecasting method that examines the association between two or more variables.

A

Regression Model

86
Q

It may be simple or multiple depending on the number of independent variables present.

A

Regression Analysis

87
Q

When one independent variable is involved, it is called?

A

Simple Regression

88
Q

When two or more independent variables are involved, it is called?

A

Multiple Regression

89
Q

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

A

Simulation

90
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

91
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

92
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

Statistical Decision Theory

93
Q

Its purpose is to revise and update the initial assessments of the event probabilities generated by the alternative solutions.

A

Bayesian Analysis

Yey 3rd Year Lezzgo (21 decks)

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