Brainscape's Knowledge GenomeTM

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


See full index

Engineering Management > Test 1 > Flashcards

Test 1 Flashcards

to learn material for test 1

1
Q

What is engineering?

A

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

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

What is management?

A

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

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

What is engineering management?

A

i. Is the art and science of planning organizing, allocating resources, and directing and controlling activities that have a technological component

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

What is project management?

A

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

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

What are the functions of a manager?

A

Planning, organizing, leading/motivating, and controlling

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

Planning

A

establishing objectives and goals, decision making, focus on the future, what are we aiming for

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

Organizing

A

Establishing roles for people, determining how resources are acquired

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

Controling

A

ensuring that the actual events conform to planned events; who judges results and by what standards

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

Leading/Motivating

A

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?

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

Management Levels

A

first line, middle, top

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

First line managers

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Middle line managers

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

Top Line Managers

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

What are managerial roles?

A

Interpersonal- Figurehead, leader, liaison
Informational - Monitor, disseminator, and spokesperson
Decisional- Entrepreneurial, disturbance handler, resource allocator, and negotiator

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

Origination of Engineering Management

A

Ancient civilizations, arsenal of venice

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

Managerial Skill requirements

A

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

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

What role did the industrial revolution play?

A

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.

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

What is the Scientific Management theory

A

Based on finding the best way to do a job, management vs. the worker

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

Administrative

A

based on how an organization is structured

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

Behavioral

A

studying how people work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Hawthorne Effect

A

tendency for improved worker performance as a result of special attention paid to the physical environment

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

Abilene Paradox

A

when a group takes an action that is contradictory to what the individual members would choose to do

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

Quality

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is planning?

A

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?

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

Types of plans

A

i. Stragetic, technology, market, financial, operating plan, production plan, resource plan, and project plan

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

SWOT

A

strengths, weaknesses, opportunities, and threats. Helps companies determine the factors that are key to their success

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

Gap analysis

A

analyze where you are with respect to where you want to be in future

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

Peter Drucker

A

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

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

Key results Area

A

i. Market share, innovation, productivity/quality, physical and financial resources, manager performance and development, worker performance and attitude, profitability, and social responsibility

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

MBO

A

management by objectives; used to translate broad organizational goals into specific individual goals. Should be employed between superior and subordinate at all levels

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

Forecasting

A

Foreseeing what the future will be like

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

Why is forecasting important?

A

Helps determine contingency plans

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

Delphi Method

A

Asking panel/pool of experts their opinion, but ask individually

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Sales force composite

A

Projecting future demand based on anticipated demand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

User’s expectation

A

Market research

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Normative

A

make decision and plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Exploratory

A

make predictions based on current methods

38
Q

Laws and Regulations

A

impact technology planning and forecasting

39
Q

S curve

A

slow but spikes and levels out

40
Q

Quantitative

A

i. Analysis is based on past data and assumes there is a relationship to past data
1. Only as good as the data used

41
Q

Intrinsic

A

using internal data

42
Q

Extrinsic

A

using external data such as economic conditions

43
Q

Simple Moving Average

A
  1. Use when no trends or seasonality, data tends to lag (low during periods of increase and high during periods of decrease)
44
Q

Weighted moving average

A
  1. Reduces lagging found in a simple moving average
45
Q

Exponential Smoothing

A
  1. Reduces the weight of old data, faster/easier than weighted moving average
  2. There is lagging
46
Q

Simple linear regression

A

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

47
Q

Multiple

A

base forecast on multiple independent variables to account for various factors that might impact (more useful)

48
Q

Decision Making Process

A

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

49
Q

Types of Decisions

A

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)

50
Q

Management science and modeling

A

Operations Research, systems view

51
Q

Operations Research

A
  1. 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
52
Q

Systems view

A

included all of the significant and interrelated variables contained in the variable

53
Q

Team Approach

A

personnel w/varied backgrounds and training work together

54
Q

Modeling

A

abstraction or simplification of reality designed to include only the essential features that determine the behavior of a real system

55
Q

Types of Models

A
  1. Physical- expensive
  2. Conceptual- not rigorous enough
  3. Mathematical- sometimes best, optimize cost
56
Q

Decisions under certainty

A

linear programming, OR 1

57
Q

Pay off Table

A

i. Used for decisions under risk (OR 2)
1. Queuing theory, simulation
ii. Uses expected value- probability*future state

58
Q

Management information Systems

A

focus on generating better solutions for structured problems

59
Q

Decision Support Systems

A

interactive systems providing the user w/ easy access to decision models and data in order support semi-structured and unstructured decision making

60
Q

Expert Systems

A

knowledge based systems (Artificial Intelligence)

61
Q

Equally Likely

A

Average outcome

62
Q

Maximax

A

Choose the alternative with the biggest payout

63
Q

Minimax regret

A

smallest difference between the best and worst outcome

64
Q

Hurxicz

A

uses alpha, the user determines a position between optimism and pessimism

65
Q

Vision

A

where the goal setter wants to be

66
Q

Mission statement

A

sets forth what the company is aiming to do and its usually what the customer sees

67
Q

Objectives

A

desired future positions

68
Q

Goals

A

specific targets to be sought at specified points in time

69
Q

Strategies

A

statements about the way goals will be achieved

70
Q

Projects/Programs

A

resource consuming sets of activities through which the objectives are implemented and goals are pursued

71
Q

Decision under risk

A

expected value, decision tree, queuing theory, simulation

72
Q

Under uncertainty

A

maximax, maximin, hurwicz, equally likey, minmax regret, game theory

73
Q

Stephen Covey

A

The seven habits of highly effective people

74
Q

Thomas Friedman

A

Globalization-the world is flat

75
Q

Alfred Sloan

A

decentralized organizations with centralized control

76
Q

W. Edwards Deming

A

Seven deadly diseases Plan Do Check Act, launched Total Quality Management

77
Q

Henri Fayol

A

divided administration into planning/ forecasting, organization, command, coordination, and control; established “14 General Principles of Administration”

78
Q

Charles Babbage

A

grandfather of scientific management, demonstrated world’s first practical mechanical calculator, developed time study methods

79
Q

Strategic Plan

A

organized process for selecting the most effective stategies for achieving organizational purposes

80
Q

Types of Initative

A
  1. ) wait and be told what to do
  2. ) ask what to do
  3. ) recommend and act accordingly
  4. )acting and asking for advice
  5. ) acting and giving updates
81
Q

Management time

A
  1. )boss imposed
  2. )self imposed
  3. )system imposed
82
Q

Rules for feeding monkeys

A
  1. ) feed or shoot
  2. ) keep monkeys below a max. amount
  3. ) monkeys should only be addressed at appt. times
  4. ) monkeys should be assigned an initiative level and feeding time
83
Q

Why do leaders make bad decisions

A

1.) pattern recognition and emotional tagging

84
Q

Evaluate bias

A

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

85
Q

MBO

A
  1. ) super/ordinates must understand organizational plans
  2. ) mutually establish objectives specific to the subordinate and a time frame
  3. ) must be quantifiable or verifiable
  4. ) must meet at end to evaluate success
86
Q

Corollary MBWA

A

management by walking around

87
Q

Management Science

A

Quantitative method to decision making. emphasis on mathematical approach, team approach, and a systems view

88
Q

Routine Decision

A

well structured, few uncertainties, use policies, rules, past precedence to be solved. made by lower management

89
Q

Jerry B Harvey

A

Came up w/ the Abilene paradox

89
Q

Non-routine

A

unstructured situations, high uncertainty, ambiguity must use intuition and judgement

Engineering Management (2 decks)

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