Module 1 Flashcards
(107 cards)
1
Q
The application of knowledge gained from research,
experience, and practice of mathematical and natural science.
A
Engineering
2
Q
Set of activities focused at the resources of an organization in order to effectively achieve organizational objectives.
A
Management
3
Q
Specialized form of management required to successfully lead engineering personnel and projects.
A
Engineering Management
4
Q
Those in positions of authority who make decisions
A
Managers
5
Q
A group of two or more individuals that exists and
works to achieve widely held goals.
A
organization
6
Q
Doing the right thing successfully
A
Effective
7
Q
Using resources wisely and without unnecessary waste
A
Efficient
8
Q
Basic Element of Management
A
- Objective
- Financial, Human and Material Resources of Management (5 M’s of Management)
- People
9
Q
Setting goals for the achievement of which
management tasks are driven.
A
Objective
10
Q
only possible by setting goals that are aligned with the common objectives of the organization.
A
Effective management
11
Q
What are 5 M’s of Management
A
- Money
- Manpower
- Materials
- Machines
- Methods
12
Q
The financial resources of an organization. It is the most
critical and all-purpose resource of every organization
A
Money
13
Q
The human resource of an organization. Refers to all
personnel employed in an organization.
A
Manpower
14
Q
Resources used by individuals to fulfill the
organization’s goals
A
Materials
15
Q
Resources that help facilities to perform all activities
toward the achievement of the objectives
A
Machines
16
Q
Normal and prescribed ways of doing things.
A
Method
17
Q
“The use of right _____________ helps to increase efficiency of
operations and contributes to effective management.”
A
methods
18
Q
The managers and manpower
A
People
19
Q
Father of Modern Management
A
Frederick Taylor
20
Q
He was a mechanical engineer who was
interested in the kind of works performed in
factories and mechanical shops.
A
Frederick Taylor
21
Q
He sought to reduce the time a worker spent on each
task through his systematic study of
relationships between people and task for
the purpose of redesigning the work process
for higher efficiency.
A
Frederick Taylor
22
Q
What are the four principles of Scientific Management (4)?
A
a. Scientifically study each part of a task and
develop the best method for performing it.
b. Carefully select workers and train them to
perform the task using the scientifically
developed method.
c. Cooperate fully with workers to ensure that they
use the proper method.
d. Divide work and responsibility so that
management is responsible for planning work
methods using scientific principles and workers
are responsible for executing the work
accordingly.
23
Q
Frederick Taylor issued “________________” in year____
A
The Principle of Scientific Management
24
Q
“Employees were not allowed to make decisions that could yield a better outcome. Taylor was more concerned about __________________.”
A
performance
25
Who was convinced that organizations based on rational authority, where authority was given to the most competent and qualified people.
This person called this type of rational organization a _________________
Max Weber
bureaucracy
26
Five Principles of Bureaucracy
a. Authority is the power to hold people accountable for their actions.
b. Positions in the firm should be held based on performance, not
social contacts.
c. Position duties are clearly identified so that people know what is
expected of them.
d. Lines of authority should be clearly identified such that workers
know who reports to who.
e. Rules, standard operating procedures (SOPs), and norms guide the firm’s operations.
27
Who authored the five principle of bureaucracy
Max Weber
28
He desired managers to be accountable for
more than just increasing production. He
condensed his ideas and experiences into a
series of tasks and principles of
management.
HENRI FAYOL
29
he published in the
book General and Industrial Management in
1916.
HENRI FAYOL
30
He thought that successful companies
were bound to happy and empowered
workers, and thus effective management.
Henry Fayol
31
Henri Fayol published the book entitled "________________________" in year ______________---
General and Industrial Management
1961
32
who authored the five duties of management
Henri Fayol
33
What are the five duties of Management
1. Foresight
2. Organization
3. Command
4. Coordinate
5. Control
34
Create a plan of action for future.
Foresight
35
Provide resources to implement the plan.
Organization
36
Select and lead the best workers
Command
37
Make sure the diverse efforts fit together
Coordinate
38
Verify whether things are going according to plan and
make corrections where needed
Control
39
The five duties of management evolved into the four functions of management namely:
1. planning (foresight)
2. organizing (organization)
3. leading (command and coordinate)
4. controlling (control)
40
14 Principles of Management
1. Division of Work
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of direction
6. Subordination of Individual Interest
7. Remuneration
8. The Degree of Centralization
9. Scalar chain
10. Order
11. equity
12. Stability of Tenure of Personnel
13 Initiative
14. Esprit de Corps
41
14 Principles of Management
Specialization helps the individual to build up
expertise
Division of Work
42
14 Principles of Management
Power to issue orders. Indicates the need for
supervisors.
43
14 Principles of Management
Promotes consistent rules and regulations aimed at
achieving good discipline and compliance among employees
Authority
44
14 Principles of Management
Implies that employees are only expected
to be accountable to one immediate supervisor or superior
Unity in Command
45
14 Principles of Management
individuals engaged in the same type of
activities must have the same goals.
Unity in Direction
46
14 Principles of Management
Management must see that the goals of the firms are always paramount.
Subordination of Individual Interest to General Interest
47
14 Principles of Management
Both workers and management should have a
fair wage and justifiable.
Remuneration
48
14 Principles of Management
Decision-making should be centralized.
centralization
49
14 Principles of Management
A hierarchy is necessary for unity of direction.
scalar chain
50
14 Principles of Management
Material order and social order
order
51
14 Principles of Management
Treating employees fairly
Equity
52
14 Principles of Management
Employees work better if job security and
career progress are assured to them
.. Stability of Tenure
53
14 Principles of Management
-Help employees feel more engaged with an
organization and improve their workplace satisfaction.
Initiative
54
14 Principles of Management
Management must foster the morale of its
employees.
Esprit de Corps
55
He is famous for two key contributions:
His chart and, the task and bonus system
Henry Gantt
56
A system that offers a visual representation of what happens during a
project.
Gantt Chart
57
It is a horizontal bar chart used in project
management to visually represent a project plan over time. Gantt charts typically show you the timeline and status—as well as who’s responsible—for each task in the project.
Gantt Chart
58
Give the Benefits of using Gantt Chart
●How a project breaks down into tasks
● When each task will begin and end
● How long each task will take
● Who’s assigned to each task
● How tasks relate to and depend on each other
● When important meetings, approvals, or deadlines need to happen
● How work is progressing in a project
● The full project schedule from start to finish
59
She is known as the mother of modern management
Mary Parker Follett
60
This person believed that management was “the art
of getting things done through people.”
Mary Parker Follett
61
This person offered valuable insight on the importance
of “powering with” rather than “powering
over”
Mary Parker Follett
62
This person stated that Leadership is not defined by the exercise of
power but by the capacity to increase the
sense of power among those led”.
Mary Parker Follett
63
Follett practiced these principles of coordination that helped develop her theory of management:
1. Direct Contact
2. Early Stages
3. Reciprocal Relationship
4. Continuous Process
64
Follett’s Principles of Coordination
No one person should be trying less or
more than another
Reciprocal Relationship
65
Follett’s Principles of Coordination
Helps organizations avoid conflict and
misunderstandings.
Direct Contact
66
Follett’s Principles of Coordination
No employee should feel less important than the
next; each has a significant role that compliments the roles of others.
Early Stages
67
Follett’s Principles of Coordination
Coordination must be maintained.
continuous process
68
this person created management theory
Mary Parker Follett
69
What are the main principals of management thoery
1.Integration
2. Power With
3. Group Power
70
Follett’s Theory of Management
Workers of all levels should integrate to reach the
organization’s goals. It is necessary to work as a team.
Integration
71
Follett’s Theory of Management
Workers should practice co-active power rather
than delegating power to certain individuals.
Power with
72
Follett’s Theory of Management
Should be valued over personal power
Group Power
73
. He believed a worker should get “a fair day’s pay for a fair day’s work”—no more,
no less
Frederick Taylor
74
A temporary process, which has clearly defined start and end time,
developed to accomplish a well-defined objective.
project
75
Unique process consisting a set of coordinated and controlled activities
with start and finish dates.
Project Management
76
temporary organization that is needed to produce a unique and
predefined outcome or result at a pre-specified time.
Project Management
77
A temporary effort of sequential activities
project
78
A time and cost constrained operation to realize a set of defined deliverables up to quality standards and requirements.
project management
79
A group of interrelated activities, constrained by time, cost, and scope,
designed to deliver a unique purpose.
project
80
The practice of delivering a solution subject to constraints
project management
81
A temporary endeavor undertaken to create a unique product or service.
project
82
An undertaking that encompasses a set of task or activities having an
identifiable starting point and well defined objectives
project
83
Project Management Characteristics
● A temporary organization
● Coordinated and controlled activities
● A time and cast constrained operation
● Application of knowledge, skills, tools, and techniques
84
Project Characteristics
1. Temporary
2. Unique
85
Project Characteristics
HAS DEFINITE Start and Finish
temporary
86
Project Characteristics
Project/Service is different in some distinguishing way
Unique
87
Importance of Project Management:
● Handle projects effectively
● Define the project and agree with the customer
● Plan and assess resource needs for the project
● Estimate project cost and make proposals
● Plan and schedule activities in a project.
● Allocate the right resource at the right time.
● Assess risk and failure points and make back up plans.
● Lead a project team effectively and communicate well.
88
Why Learn Project Management?
● Explore the latest concepts and techniques of project
management
● Increase value/contribution to the organization. To prove
yourself skillful in managing projects.
● Learn a new thought process that helps organized thinking and
structured approach.
● Acquire a professional degree/ recognition and increase job
prospects.
89
Project Challenge/s
● Objectives not properly defined
● Insufficient planning and coordination
● Poor estimation of duration and cost
● Incomplete, unrealistic and outdated plans
● Lack of communication
● Inadequate definition and acceptance of roles
● Poor commitment to the project
● Weak control processes
● Lack of risk analysis
● Lack of good quality controls
90
Projects are influenced by two strong factors:
1. Internal Environment
2. External Environment
91
Every project is dependent upon:
1. the process
2. the people
3. tool
92
Project Ecosystem
- Determine how the work needs to be accomplished.
process
93
Project Ecosystem
Skills and capabilities of the people in charge of
managing the project
people
94
Project Ecosystem
Techniques and devices selected by the organization
tool
95
“Are the limits within which a project must operate”
Project constraint
96
What are the project constraints? (4)
Scope
schedule
budget
quality
97
Project Constraints
Boundaries of the project
scope
98
Project Constraints
Time to complete the project
schedule
99
Project Constraints
- Funding available to cover all expenses
budget
100
Project Constraints
Delivering the project outcomes according to the
expectations of the stakeholders.
quality
101
Project Management cycle
1. initiation
2. Planning
3. Implementation
4. Monitoring
5. Adapt
6. Closing
102
Stage where a project is approved and financed as an idea
Initiation
103
Development of detailed plans required to manage the
implementation of the project.
Planning
104
Taking all necessary actions to ensure the activities
in the project plan are completed.
Implementation
105
Measuring the progress of a project against its objectives
Monitoring
106
Learns and adapts the method, and approaches and
determines what works best for the project.
Adapt
107
When the project has achieved the planned objectives and
all deliverables have been completed
Closing
