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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
IEEE
Institute of Electronics and Electrical Engineers Set up in 1884 Publises over 30% of the Electrical, Electronics and CS literatures
26
ACM
Association of Computing Machinery Set up in 1947 Publishes over 50 journals Responsible for the annual Turing award
27
International Professional Bodies and Accords
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
False Dichotomy
Engineers and managers aren't totally different roles
29
Those who do what they do best vs those who develop skills that complement what they know
More productive vs boosting their effectiveness
30
Pyschologists have the notion of flow
When you're in the zone and getting work done
31
Multi-tasking effect on flow
Multi-tasking reduces your flow, making you less effective; mono-tasking is better Utilized by the Crystal Clear agile method
32
Covey's 7 habits of highly effective people
``` 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
Covey on effective habits
Effective habits are internalised principles and patterns of behaviour, at the interaction between knowledge, skills and desires
34
Questionnaires for assessing your own self-management
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
Gibbs 1988, theorised one way to reflect on mistakes you make
-> Description -> Feelings -> Evaluation -> Analysis -> Conclusion -> Action plan -> Description
36
SMART goals
``` Specific Measurable Achievable/Assignable Relevant/Realistic Time-bound ```
37
Emotional intelligence
Social skills, self-awareness, empathy, self-management and motivation
38
Ideal team player Lencioni
Hungry Humble Smart
39
BCS's SFIAplus total framework
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
BCS's SFIAplus Membership grade
Associate Professional Chartered Professional Fellow
41
BCS's SFIAplus certification level and experience
Foundation Practitioner Higher onto Chartered Professional
42
Topchik refers to the "committee of people"
All the noises going on in your head
43
Crystal clear (An agile method)
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
Ikigai
Japanese word for a reason for being
45
Behaviour vs personality
Very difficult to change your personality | Easier to change your behaviour
46
Entrepreneurship vs intrapreneurship
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
Lifecycle of a business
``` Startup Rapid growth Maturity Decline Rebirth or death ```
48
Gilbrat's Law
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
Penrose's theory
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
Penrose effect
Faster growing firms have higher operating costs than slower-growing ones Hazard to growth is implied to be operating costs
51
Marris' theory (of Managerial Capitalism)
Goals of managers and shareholders are aligned, even if it doesn't seem as such at first
52
Optimum rate of growth
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
5 stages of business decline
``` Blinded Inaction Faulty action Crisis Dissolution ```
54
Why do companies seek growth?
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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