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COMP3219 > Week 1 > Flashcards

Week 1 Flashcards

1
Q

Effect of diversity

A

Research shows that diverse teams, including company boards, perform better than non-diverse ones.
Diversity helps teams avoid “groupthink”

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2
Q

UKSPEC

A

UK professional engineering competence

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3
Q

Engineering council

A

Wrote the UKSPEC

Maintains the register of accredited engineers. Set up in 1981;40 partner members, such as the BCS and IET

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4
Q

Benefits of joining a professional engineering institution

A

Recognition of professional status
Support and guidance with professional development
Technical regional events, seminars and conferences
Monthy journals/other publications
Specialist interest groups and networking opportunities
Legal and health advice

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5
Q

BCS

A

British computer society
Members of the BCS can apply to become Chartered IT professionals
Offer qualifications such as ECDL

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6
Q

Accreditation

A

One or more professional bodies may accredit a degree programme

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7
Q

Accredited degree

A

Evidence of meeting academic requirements
Simplifies process of becoming a chartered engineer
Still need to demonstrate you meet professional requirements such as 2-3 years of technical work

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8
Q

Engineering council accredited degrees

A

Engineering council maintains a list of accredited degrees, but they don’t accredit degrees themselves

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9
Q

Engineering council statement of ethical principles

A

Honesty and integrity
Respect for life, law and the public good
Accuracy and rigour
Leadership and communication

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10
Q

Skills of a manager in an engineering company

A

Mix of technical and non-technical skils

Need both management and engineering skils for a management role

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11
Q

Topchik 5 stages of personal growth

A 
Attention getting
Flying blind
Steadiness
On the rise
Doing

Maps quite well to the BCS SFIAplus framework

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12
Q

Eisenhower principal

A

Explains how you should prioritise work in a table with urgency and importance as columns and rows

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13
Q

Market leadership change

A

Potential for leadership changes increases when companies are more competitive and when opportunity is at its most open
E.g nokia losing market leader in 2012

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14
Q

Management model

A
  • Mathematical and backed by algorithms

- Backed by social sciences or psychology (provide insight rather than answers, support professional judgement)

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15
Q

Box quote 1976

A

All models are wrong but some are useful

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16
Q

Different models work better for different organisations; the best models are those that:

A

are sufficiently accurate and simple

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17
Q

Systematic decision making (or scientific)

A

Deliberation can help avoid unconscious biases

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18
Q

Personal decision making

A

Revolves around building up social/cultural capital and /or learning
Usually because of a lack of financial capital

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19
Q

Reasons for Nokia failure

A

Had the opportunity for touch screen technology several years before
Too many variations of existing phones, targeted at micro-markets
Inventiveness in phone design was not encouraged
Too many loud, male managers, stuck on broadcast mode rather than receive

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20
Q

Kahneman

A

Explains how decision making is affected by many unconscious biases

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21
Q

Hunt’s research

A

Gender diversity boosts financial performance by 15-20%

Ethnic/cultural diversity boosts financial performance by around 35%

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22
Q

Giachetti & Marchi

A

Claim aggressive competition can change market leadership

23
Q

Key members of the engineering council

A

Institution of Civil Engineers 1818
Institution of Mechanical Engineering 1847
Institution of Electrical Engineers 1871 (Institution of Engineering and Technology since 2006)
British Computer Society 1956

24
Q

IET

A

Merger of earlier institutions of electrical engineering, incorporated engineers and manufacturing engineers
Inspec, respected bibliographic database

25
Q

IEEE

A

Institute of Electronics and Electrical Engineers
Set up in 1884
Publises over 30% of the Electrical, Electronics and CS literatures

26
Q

ACM

A

Association of Computing Machinery
Set up in 1947
Publishes over 50 journals
Responsible for the annual Turing award

27
Q

International Professional Bodies and Accords

A

Professional accreding bodies may recognise mutual equivalence
Seoul Accord covers Computing and IT, 8+ signatories incluing UK, US, Japan
Washington Accord covers Engineering, 21 signatories including UK, US, China

28
Q

False Dichotomy

A

Engineers and managers aren’t totally different roles

29
Q

Those who do what they do best vs those who develop skills that complement what they know

A

More productive vs boosting their effectiveness

30
Q

Pyschologists have the notion of flow

A

When you’re in the zone and getting work done

31
Q

Multi-tasking effect on flow

A

Multi-tasking reduces your flow, making you less effective; mono-tasking is better
Utilized by the Crystal Clear agile method

32
Q

Covey’s 7 habits of highly effective people

A 
Be proactive
Start with the end in mind
Put first things first
Think win-win
First understand, then try to be understood
Synergise
Sharpen the saw

First three: moving from dependence to independence
Second three: moving from independence to interdependence

33
Q

Covey on effective habits

A

Effective habits are internalised principles and patterns of behaviour, at the interaction between knowledge, skills and desires

34
Q

Questionnaires for assessing your own self-management

A

Measure subjective qualities, based on psychology
Work well when scientific techniques don’t work
Need to reflect at the end so you can understand the result and plan on how to improve it

35
Q

Gibbs 1988, theorised one way to reflect on mistakes you make

A

-> Description -> Feelings -> Evaluation -> Analysis -> Conclusion -> Action plan -> Description

36
Q

SMART goals

A 
Specific
Measurable
Achievable/Assignable
Relevant/Realistic
Time-bound
37
Q

Emotional intelligence

A

Social skills, self-awareness, empathy, self-management and motivation

38
Q

Ideal team player Lencioni

A

Hungry
Humble
Smart

39
Q

BCS’s SFIAplus total framework

A

1&2 - Follow/Assist - Entry/Junior support
3 Apply - Foundation/support
4 Enable - Practitioner/Analyst
5 Enable/Advise - Advanced/Manager
6 Initiate/Influence - Expert/Senior manager
6&7 Strategy/Inspire - Thought leader/Head of function
Executive

40
Q

BCS’s SFIAplus Membership grade

A

Associate
Professional
Chartered Professional
Fellow

41
Q

BCS’s SFIAplus certification level and experience

A

Foundation
Practitioner
Higher onto Chartered Professional

42
Q

Topchik refers to the “committee of people”

A

All the noises going on in your head

43
Q

Crystal clear (An agile method)

A

Lead designer and two to seven other developers
In a large room or adjacent rooms
Using information radiators (whiteboards and flipcharts et al.)
Having easy access to expert users
Distractions kept away

Deliver running, tested, usable code to the users quarterly at worst
Reflect & adjust their working conventions periodically

44
Q

Ikigai

A

Japanese word for a reason for being

45
Q

Behaviour vs personality

A

Very difficult to change your personality

Easier to change your behaviour

46
Q

Entrepreneurship vs intrapreneurship

A

Entrepreneurship gives you more control and potentially more funds, but is more risky
Intrapreneurship funded by employer, less risk, richer pool of talent, less control, lower reward

47
Q

Lifecycle of a business

A 
Startup
Rapid growth
Maturity
Decline
Rebirth or death
48
Q

Gilbrat’s Law

A

Business growth occurs in random shocks; there’s no systematic determinants of growth, in his view
Tends to hold for larger companies, but not so much smaller companies
Age influences growth rate, as well. Only some patterns of growth have evidence of shocks

49
Q

Penrose’s theory

A

As managers get more experience, they become more efficient, which means more resources can go towards growth-inducing activities
Implies growth is not and end, rather a result

50
Q

Penrose effect

A

Faster growing firms have higher operating costs than slower-growing ones
Hazard to growth is implied to be operating costs

51
Q

Marris’ theory (of Managerial Capitalism)

A

Goals of managers and shareholders are aligned, even if it doesn’t seem as such at first

52
Q

Optimum rate of growth

A

Managers desire a higher growth rate to increase their pay/position.
Thus, they seek to retain and re-invest profits.
This impacts dividends/share prices which places their jobs at risk.
Thus, they seek higher dividends, but this impacts growth

53
Q

5 stages of business decline

A 
Blinded
Inaction
Faulty action
Crisis
Dissolution
54
Q

Why do companies seek growth?

A

Firms seek growth to increase the wealth of their shareholders. (Friedman 1970)
If firms move into new areas, they can boost employee morale and change the world for the better

COMP3219 (14 decks)

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