Engineering Management Flashcards
(184 cards)
1
Q
Engineers can become good managers only through __________.
A
Effective career planning
2
Q
What management functions refers to the process of anticipating problems, analyzing them, estimating
their likely impact and determining actions that will lead to the desired outcomes and goals?
A
Planning
3
Q
What refers to the establishing interrelationships between people and things in such a way that human
and materials resources are effectively focused toward achieving the goal of the company?
A
Organizing
4
Q
What management function involves selecting candidates and training personnel?
A
Staffing
5
Q
What management function involves orienting personnel in the most effective way and channeling
resources?
A
Directing
6
Q
Actual performance normally is the same as the original plan and therefore it is necessary to check for
deviation and to take corrective action. This action refers to what management function?
A
Controlling
7
Q
What refers to management function which is to encourage others to follow the example set for them,
with great commitment and conviction?
A
Leading
8
Q
What refers to a principal function of lower management which is to instill in the workforce a
commitment and enthusiasm for pursuing the goals of the organization?
A
Motivating
9
Q
What refers to the collection of the tools and techniques that are used on a predefined set of inputs to
produce a predefined set of outputs?
A
Project Management
10
Q
Which is NOT an element of project management process?
A
Research and development
11
Q
What is the most essential attribute of a project manager?
A
Leadership
12
Q
In project management, what provides a simple yet effective means of monitoring and controlling a
project at each stage of its development?
A
Life cycle model
13
Q
What project life cycle model is the most relevant for information technology project?
A
Waterfall Model
14
Q
A more aggressive means of promoting the sales of a product or service.
A
Personal selling
15
Q
The promotional tool that publishes news or information about a product, service, or idea on behalf of a sponsor but is not paid for by the sponsor.
A
Publicity
16
Q
A type of promotion where a paid message appears in mass media for the purpose of informing or persuading people about particular products, services, beliefs, or action.
A
Advertising
17
Q
Defined as communicating information between seller and potential buyer to influence attitudes and
behavior.
A
Promotion
18
Q
An important factor for a company to locate in places where they can be easily reached by their customers.
A
Place
19
Q
Refers to the money or other considerations exchanged for the purchase or use of the product, idea, or service.
A
Price
20
Q
It includes the tangible (or intangible) item and its capacity to satisfy a specified need.
A
Product
21
Q
The four P’s of marketing are the following except:
A
Publicity
22
Q
A group of activities designed to facilitate and expedite the selling of goods and services.
A
Marketing
23
Q
Refers to the measurement of products or services against standards set by the company.
A
Quality Control
24
Q
The process of determining the physical arrangement of the production system.
A
Work-Flow Layout
25
The process of establishing and maintaining appropriate levels of reserve stocks of goods.
Inventory Control
26
Refers to the approach that seeks efficiency of operation through integration of all material acquisition, movement, and storage activities in the firm.
Purchasing and Materials Management
27
The phase of production control involved in developing timetables that specify how long each operation in the production process takes.
Scheduling
28
Refers to forecasting the future sales of a given product, translating this forecast into the demand it generates for various production facilities, and arranging for the procurement of these facilities.
Product Planning
29
A process of creating a set of product specifications appropriate to the demands of the situation.
Product Design
30
The process of planning, organizing, and controlling operations to reach objectives efficiently and effectively.
Operations Management
31
Refers to any process that accepts inputs and uses resources to change those inputs in useful ways.
Operation
32
A type of controlling when information is gathered about a completed activity, and in order that evaluation and steps for improvement are derived.
Feedback control
33
A type of controlling when the operations are already ongoing and activities to detect variances are made.
Concurrent Control
34
A type of controlling when the management anticipates problems and prevents their occurrence.
Feed forward control
35
Refers to the process of ascertaining whether organizational objectives have been achieved and determining what activities should then be taken to achieve objectives better in the future.
Inspection
36
When a person can get compliance from another because the latter would want to be identified with the former.
Referent Power
37
When a person compels with orders through treats or punishment.
Coercive power
38
When a person has the ability to give rewards to anybody who follows orders or requests, it termed as:
Reward power
39
Project integration management involves which of the following processes?
Quality Planning
40
Project quality management involves all of the following processes except:
Quality feature
41
What is defined as an organized method of providing past, present, and projected information on internal operations and external intelligence for use in decision-making?
Management Information System
42
Middle management level undertakes what planning activity?
Intermediate Planning
43
Strategic planning is undertaken in which management level?
Top Management Level
44
What is the advantage of free-rein style of leadership?
Little managerial control and high degree of risk
45
If you are appointed as a division manager, your first task is most likely to
Set goals
46
What is defined as the process of planning, organizing, and controlling operations to reach objective efficiently and effectively?
Operations Management
47
For a project manager to achieve his given set of goals through other people, he must have a good __________.
Interpersonal skills
48
What type of conflict do managers encounter when there is disagreement on issues of territorial power or hidden agenda?
Politics
49
The process of partitioning an organization into subunits to improve efficiency is known as __________.
Departmentalization
50
What type of committee companies or corporations created for a short term purpose only?
Ad hoc committee
51
What refers to a description of whether the objectives are accomplished?
Effectiveness
52
An engineering is required to finish a certain engineering job in 20 days. He is said to be __________ if he finished the job within the required period of 20 days
Effective
53
If an engineer provides less input (labor and materials) to his project and still come out with the same output, he is said to be more __________.
Efficient
54
To determine a qualified applicant, the engineer manager will subject the applicant to a test that is used to measure a person’s current knowledge of a subject?
Performance test
55
What type of training is a combination of on-the-job training and experience with classroom instruction in particular subject?
Apprenticeship program
56
What type of authority refers to a specialist’s right to oversee lower level personnel involved in the project regardless of the personnel’s assignment in the organization?
Functional authority
57
When a consultant or specialist gives advice to his superior, he is using what type of authority?
Staff authority
58
When structuring an organization, the engineer manager must be concerned with the determining the scope of words and how it is combined in a job. This refers to __________.
Division of labor
59
When structuring an organization, the engineer must be concerned with the grouping of related jobs, activities, or processes into major organizational subunits. This refers to:
Departmentation
60
Which technique will the manager use when evaluating alternative using qualitative evaluation?
Intuition and subjective judgment
61
Which technique will the manager use when evaluating alternative using quantitative evaluation?
Rational and analytical techniques
62
What refers to the strategic statement that identifies why an organization exists, its philosophy of
management, and its purpose as distinguished from other similar organizations in terms of products,
services and markets?
Corporate Mission
63
What refers to a process of influencing and supporting others to work enthusiastically toward achieving objectives?
Leadership
64
What describes how to determine the number of service units that will minimize both customer’s waiting time and cost of service?
Queuing theory
65
What refers to the rational way to conceptualize, analyze and solve problems in situations involving limited or partial information about the decision environment?
Decision theory
66
What is quantitative technique where samples of populations are statistically determined to be used for a number of processes, such as quality control and marketing research?
Sampling theory
67
The engineer manager must be concern with the needs of his human resources. What refers to the need of the employees for food, drinks, and rest?
Physiological need
68
A person who occupies a higher position has power over persons in lower positions within the organization. This describes:
Legitimate power
69
It is a management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.
Leading
70
The following are considered theories of Motivation except:
Gagarin's Theory
71
The following are considered as factors contributing to motivation except:
Inferiority complex
72
Refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.
Motivation
73
A means of conveying message through body language, as well as the use of time, space, touch, clothing, appearance and aesthetic elements.
Nonverbal
74
A form of communication transmitted through hearing or sight.
Verbal
75
Function of communication that deals when feelings are repressed in the organization, employees are affected by anxiety, which, in turn, affects performance.
Emotive function
76
A function of communication used as a means to motivate employees to commit themselves to the organizations objectives.
Motivation function
77
Function of communication that can be used for decision-making at various work levels in the organization.
Information function
78
A process of sharing information through symbols, including words and message.
Communication
79
Either a voluntary or involuntary termination of an employee.
Separation
80
The movement from one position to another which has less pay or responsibility attached to it. It is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.
Demotion
81
The movement of a person to a different job at the same or similar level of responsibility in the organization.
Transfer
82
Refers to a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.
Promotion
83
Refers to the learning that is provided in order to improve performance on the present job.
Training and Development
84
In this staffing procedure, the new employee is provided with the necessary information about the company and will be introduced to the immediate working environment and co-workers.
Introduction and Orientation
85
Refers to the act of choosing from those that are available than individuals most likely to succeed on the job.
Selection
86
Refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.
Recruitment
87
This refers to monitoring human resource action plans and evaluating their success.
Evaluation and Control
88
Refers to translation of the forecasted human resource needs to personnel objectives and goals.
Programming
89
An assessment of future human resource needs in relation to the current capabilities of the organization.
Forecasting
90
Defined as the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization.
Staffing
91
A permanent committee that deals with issues on an ongoing basis.
Standing Committee
92
A committee created for a short-term purpose and have a limited life.
Ad hoc Committee
93
What refers to the learning that is provided in order to improve performance on the present job?
Training
94
What technique is best suited for projects that contain many repetitions of some standard activities?
Benchmark job technique
95
What organizational structure is based on the assumption that each unit should specialize in a specific functional area and perform all of the tasks that require its expertise?
Functional Organization
96
What type of organization structure in which each project is assigned to a single organizational unit and the various functions are performed by personnel within the unit?
Product Organization
97
What organizational structure provides a sound basis for balancing the use of human resources and skills?
Matrix Organization
98
In which type of organization where the structure can lead to a “dual boss” phenomenon?
Matrix Organization
99
Which one is an advantage of a matrix organization?
Rapid reaction organization
100
Which one is a disadvantage of a matrix organization?
Inefficient use of specialist
101
Which one is an advantage projectized organization?
Efficient use of technical personnel
102
Which one is a disadvantage of a projectized organization?
Slower work flow
103
Which one is an advantage of a functional organization?
Rapid reaction time possible
104
Which one is disadvantage of a functional organization?
Inefficient use of specialist
105
In what type of organization where a project manager is held responsible for completion of the project and is often assigned a budget?
Matrix Organization
106
In selecting an organizational structure, which of the following is not a criterion?
Location
107
What is NOT a factor to be taken into consideration when selecting an organizational structure for
managing projects?
Location of the project
108
If a project have multidimensional goals, the project manager often use his __________ to reach a compromise solution.
Tradeoff analysis skill
109
Who is responsible for ensuring that the project is completed successfully as measured by time, cost,
performance and stakeholder satisfaction?
Project Manager
110
Who is responsible for running a department so that all his customers are served efficiently and effectively?
Functional Manager
111
What is the major activity of the project support office?
Overall project management support
112
What is an important tool for the design and implementation of the project’s work content?
Linear responsibility chart
113
What network model enables engineer managers to schedule, monitor, and control large and complex projects by using only one time factor per activity?
Critical path method
114
What network model enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimate for each activity?
Program evaluation review technique
115
The CPM was developed by Rand and Walker in what year?
1957
116
In what year was PERT developed?
1958
117
In Morris life cycle model, a project is divided into how many stages to be performed in sequence?
4
118
What is the first stage in the life cycle of a project using Morris model?
Feasibility
119
Risk management is:
Controlling risk
120
What technique a manager must use if he decides to absorb the risk in the project?
Create buffer in the form of management reserve or extra time in schedule
121
Buying insurance is a form of:
Risk sharing
122
What refers to any technique used either to minimize the probability of an accident or to mitigate its consequences?
Risk Management
123
What refers to the techniques that encompass risk assignment and the inclusive evaluation of risk, costs and benefits of alternative projects or policies?
Risk benefit analysis
124
What is measured by the amount of resources that a manager can allocate without the need to get an approval from his or her manager?
Authority
125
What is defined as a course of action aimed at ensuring that the organization will achieve its objectives?
Strategy
126
When there is a degradation of service provided by the company to clients, it is a sign that the engineer manager in-charge:
Has inadequate control
127
What principal element of uncertainty refers to a measure of the relevance of available information to the problem at hand?
Tolerance
128
One of the mnemonic management tool used is the SMEAC. What does the acronym SMEAC stands for?
Situation, Mission, Execution, Administration, Communication
129
In the management tools, SMEAC, where A stands for administration, which is the appropriate question will the manager ask?
What do we need to get it done?
130
In project management, what is usually the first step underlying in the process of performing a project?
Identify a need for a product or service
131
In the process of performing a project, after the need for a product or service is identified, what is usually the next step?
Define the goals of the project and their relative importance
132
What is usually the last step in the process of performing a project?
Monitor and control the project
133
To consider the consequence of uncertainly on project management, laws on project management are developed. One of which is “A careless planned project will take __________ times longer to complete than expected”.
three
134
In the typical functional organization hierarchy, the chief engineer is under the __________.
General manager
135
What is a diagram of the organization’s official positions and formal lines of authority called?
Organization chart
136
What is defined as the process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situations?
Decision-making
137
What refers to the activity of incorporating the technical know-how with the ability to organize and coordinate workforce, materials, equipment, and all other resources including money?
Engineering Management
138
Defined as the creative problem solving process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives.
Management
139
Refers to the activity combining “technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.”
Engineering Management
140
A function of an engineer where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories.
Research
141
A function of an engineer where the engineer undertakes the activity of turning a product concept to a finished physical term.
Design and Development
142
A function of an engineer where the engineer works in a unit where new products or parts are tested for workability.
Testing
143
A function of an engineer where the engineer is directly in charge of production personnel or assumes responsibility for the product.
Manufacturing
144
A function of an engineer where the engineer is either directly in charge of the construction personnel or may have responsibility for the quality of the construction process.
Construction
145
A function of an engineer where the engineer assists the company’s customers to meet their needs, especially those that require technical expertise.
Sales
146
A function of an engineer where the engineer works as consultant of any individual or organization requiring his services.
Consulting
147
A function of an engineer where the engineer may find employment in the government performing any of the various tasks in regulating, monitoring, and controlling the activities of various institutions, public or private.
Government
148
A function of an engineer where the engineer gets employment in a school and is assigned as a teacher of engineering courses.
Teaching
149
A function of an engineer where the engineer is assigned to manage groups of people performing
specific tasks.
Management
150
Defined as the process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation.
Decision Making
151
The first step in Decision making process is to
Diagnose Problem
152
The last step in decision making process is to
Evaluate and adapt decision results
153
Refers to evaluation of alternatives using intuition and subjective judgment.
Qualitative evaluation
154
Refers to evaluation of alternatives using any technique in a group classified as rational and analytical.
Quantitative evaluation
155
Refers to the management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.
Planning
156
Refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
Strategic planning
157
The top management of any firm is involved in this type of planning.
Strategic Planning
158
Refers to the process of determining the contributions that subunits can make with allocated resources.
Intermediate Planning
159
This type of planning is undertaken by middle management.
Intermediate Planning
160
Refers to the process of determining how specific tasks can best be accomplished on time with available resources.
Operational Planning
161
This type of planning is a responsibility of lower management.
Operational Planning
162
This is the written document or blueprint for implementing and controlling an organization’s marketing activities related to particular marketing strategy.
Marketing plan
163
This is a written document that states the quantity of output a company must produce in broad terms and by product family.
Production Plan
164
It is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.
Financial Plan
165
It is a document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company’s strategic plan.
Human Resource Management Plan
166
These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these planes.
Short-range plans
167
These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management
Long-range plans
168
Plans that are used again and again and they focus on managerial situations that recur repeatedly.
Standing Plans
169
These are broad guidelines to aid managers at every level in making decisions about recurring situations or function.
Policies
170
These are plans that describe the exact series of actions to be taken in a given situation.
Procedures
171
These are statements that either require or forbid a certain action.
Rules
172
Specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.
Single-Use Plans
173
A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.
Budget
174
A plan designed to coordinate a large set of activities.
Program
175
A plan that is usually more limited in scope than a program and is sometimes prepared to support a program.
Project
176
A management function which refers to the structuring of resources and activities to accomplish objectives in an efficient and effective manner.
Organizing
177
The arrangement or relationship of positions within an organization.
Structure
178
This is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.
Functional Organization
179
This type of organization is very effective in similar firms especially “single business firms where key activities revolve around well-defined skills and areas of specialization”.
Functional Organization
180
This refers to the organization of a company by a division that brings together all those involved with a certain type of product or customer.
Product or Market Organization
181
An organizational structure in which each employee reports both a functional or division manager and to a project or group manager.
Matrix Organization
182
Refers to a manager’s right to tell subordinates what to do and then see that they do it.
Line Authority
183
A staff specialist’s right to give advice to a superior.
Staff authority
184
A specialist’s right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization.
Functional authority
