Test 1 Flashcards
to learn material for test 1
What is engineering?
i. The profession in which knowledge of mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind
What is management?
ii. A set of activities (including planning, organizing, decision making, leading and controlling) directed at an organization’s resources (human, physical, and information) with the aim of achieving organizational goals in an efficient and effective manager
What is engineering management?
i. Is the art and science of planning organizing, allocating resources, and directing and controlling activities that have a technological component
What is project management?
i. The planning, organizing, directing, and controlling of a company resources for a relatively short term objective that has been established to complete specific goals and objectives
What are the functions of a manager?
Planning, organizing, leading/motivating, and controlling
Planning
establishing objectives and goals, decision making, focus on the future, what are we aiming for
Organizing
Establishing roles for people, determining how resources are acquired
Controling
ensuring that the actual events conform to planned events; who judges results and by what standards
Leading/Motivating
directing; guilding; instructing; influencing people to willingly and enthusiasicallly work towards the achievement of organizational goals; what encourages people to do their best work; who decides what and when?
Management Levels
first line, middle, top
First line managers
Manage hourly workers and non managers in a short term (hourly weekly basis. They make decisions such as assigning work, evaluating performance, operational decisions. There is a trend to replace them with group or team leaders
Middle line managers
- Manage first line managers, manage through other managers in a weekly, monthly or yearly basis. Their duties include departmental policies, department evaluations, and ensuring departments are meeing organizational objectives. The trend is to drastically replace them through organizational flattening
Top Line Managers
- Manage middle managers in a long term (5-10 years) or yearly basis. They define the mission, objectives, goals for the organization, stragetic planning, responsibility and accountability to the board of directors
What are managerial roles?
Interpersonal- Figurehead, leader, liaison
Informational - Monitor, disseminator, and spokesperson
Decisional- Entrepreneurial, disturbance handler, resource allocator, and negotiator
Origination of Engineering Management
Ancient civilizations, arsenal of venice
Managerial Skill requirements
i. The necessary skills are conceptual, interpersonal, and technical. The need for interpersonal skills stays the same for each managerial level. However, technical skills decrease and conceptual increase as you go up in managerial levels
What role did the industrial revolution play?
i. It was the end of the cottage industry. There were problems in the factory that needed to be addressed and engineering management came about to fill that void. Industrial development in the Americas along with the development of engineering education helped engineering management come to be.
What is the Scientific Management theory
Based on finding the best way to do a job, management vs. the worker
Administrative
based on how an organization is structured
Behavioral
studying how people work
Hawthorne Effect
tendency for improved worker performance as a result of special attention paid to the physical environment
Abilene Paradox
when a group takes an action that is contradictory to what the individual members would choose to do
Quality
ensure that an organization or product is consistent, can be considered to have four main components: quality planning, quality control, quality assurance and quality improvement.[1] Quality management is focused not only on product/service quality, but also the means to achieve it.
What is planning?
ii. Provides a methods for identifying objectives and designing a sequence of programs and activities to achieve these objectives What are we waiting for and why?
Types of plans
i. Stragetic, technology, market, financial, operating plan, production plan, resource plan, and project plan
SWOT
strengths, weaknesses, opportunities, and threats. Helps companies determine the factors that are key to their success
Gap analysis
analyze where you are with respect to where you want to be in future
Peter Drucker
i. Father of modern management
ii. Wrote that organizational objectives must be established in all areas on which the organization survival depends
iii. world is rapidly changing companies must change or be irrelevant
Key results Area
i. Market share, innovation, productivity/quality, physical and financial resources, manager performance and development, worker performance and attitude, profitability, and social responsibility
MBO
management by objectives; used to translate broad organizational goals into specific individual goals. Should be employed between superior and subordinate at all levels
Forecasting
Foreseeing what the future will be like
Why is forecasting important?
Helps determine contingency plans
Delphi Method
Asking panel/pool of experts their opinion, but ask individually
Sales force composite
Projecting future demand based on anticipated demand
User’s expectation
Market research
Normative
make decision and plan
Exploratory
make predictions based on current methods
Laws and Regulations
impact technology planning and forecasting
S curve
slow but spikes and levels out
Quantitative
i. Analysis is based on past data and assumes there is a relationship to past data
1. Only as good as the data used
Intrinsic
using internal data
Extrinsic
using external data such as economic conditions
Simple Moving Average
- Use when no trends or seasonality, data tends to lag (low during periods of increase and high during periods of decrease)
Weighted moving average
- Reduces lagging found in a simple moving average
Exponential Smoothing
- Reduces the weight of old data, faster/easier than weighted moving average
- There is lagging
Simple linear regression
assume a linear relationship between the actual demand (dependent variable) and the ith value (independent) in a histrorical data set to arrive at the least square equation
Multiple
base forecast on multiple independent variables to account for various factors that might impact (more useful)
Decision Making Process
i. Recongnize the problem or opportunity
ii. Define the problem
iii. Gather information
iv. Formulate and develop alternatives
v. Evaluate the alternatives
vi. Select and implement the best alternative
vii. Follow up and review effectiveness
Types of Decisions
i. Routine vs non-routine (by frequency)
ii. Superiors vs Subordinates vs Self (how they are imposed)
iii. Objective vs bounded rationality
iv. By level of certainty (under certainty, under risk or under uncertainty)
Management science and modeling
Operations Research, systems view
Operations Research
- Is the application of scientific methods, techniques, and tools to problems involving the operations of a system so as to provide those in control of a system w/ optimum solutions to problems
Systems view
included all of the significant and interrelated variables contained in the variable
Team Approach
personnel w/varied backgrounds and training work together
Modeling
abstraction or simplification of reality designed to include only the essential features that determine the behavior of a real system
Types of Models
- Physical- expensive
- Conceptual- not rigorous enough
- Mathematical- sometimes best, optimize cost
Decisions under certainty
linear programming, OR 1
Pay off Table
i. Used for decisions under risk (OR 2)
1. Queuing theory, simulation
ii. Uses expected value- probability*future state
Management information Systems
focus on generating better solutions for structured problems
Decision Support Systems
interactive systems providing the user w/ easy access to decision models and data in order support semi-structured and unstructured decision making
Expert Systems
knowledge based systems (Artificial Intelligence)
Equally Likely
Average outcome
Maximax
Choose the alternative with the biggest payout
Minimax regret
smallest difference between the best and worst outcome
Hurxicz
uses alpha, the user determines a position between optimism and pessimism
Vision
where the goal setter wants to be
Mission statement
sets forth what the company is aiming to do and its usually what the customer sees
Objectives
desired future positions
Goals
specific targets to be sought at specified points in time
Strategies
statements about the way goals will be achieved
Projects/Programs
resource consuming sets of activities through which the objectives are implemented and goals are pursued
Decision under risk
expected value, decision tree, queuing theory, simulation
Under uncertainty
maximax, maximin, hurwicz, equally likey, minmax regret, game theory
Stephen Covey
The seven habits of highly effective people
Thomas Friedman
Globalization-the world is flat
Alfred Sloan
decentralized organizations with centralized control
W. Edwards Deming
Seven deadly diseases Plan Do Check Act, launched Total Quality Management
Henri Fayol
divided administration into planning/ forecasting, organization, command, coordination, and control; established “14 General Principles of Administration”
Charles Babbage
grandfather of scientific management, demonstrated world’s first practical mechanical calculator, developed time study methods
Strategic Plan
organized process for selecting the most effective stategies for achieving organizational purposes
Types of Initative
- ) wait and be told what to do
- ) ask what to do
- ) recommend and act accordingly
- )acting and asking for advice
- ) acting and giving updates
Management time
- )boss imposed
- )self imposed
- )system imposed
Rules for feeding monkeys
- ) feed or shoot
- ) keep monkeys below a max. amount
- ) monkeys should only be addressed at appt. times
- ) monkeys should be assigned an initiative level and feeding time
Why do leaders make bad decisions
1.) pattern recognition and emotional tagging
Evaluate bias
1.) lay out options 2.) list decision makers 3.) choose one 4.) check for inappropiate self interest/bias 5.) check for misleading memories 6.) repeat for everyone 7.) evaluate red flags
MBO
- ) super/ordinates must understand organizational plans
- ) mutually establish objectives specific to the subordinate and a time frame
- ) must be quantifiable or verifiable
- ) must meet at end to evaluate success
Corollary MBWA
management by walking around
Management Science
Quantitative method to decision making. emphasis on mathematical approach, team approach, and a systems view
Routine Decision
well structured, few uncertainties, use policies, rules, past precedence to be solved. made by lower management
Jerry B Harvey
Came up w/ the Abilene paradox
Non-routine
unstructured situations, high uncertainty, ambiguity must use intuition and judgement
