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Engrng Mgt
Engineering Management
| Answer | Question |
|---|---|
| Decision making | choosing from among a number of options or courses of action |
| Controlling | process of ascertaining whether organizational objectives have been achieved |
| Planning | Anticipating future trends and determining the best strategies and tactics to achieve organizational goals |
| Organizing | The structuring of resources and activities to accomplish objectives in an efficient and effective manner |
| Staffing | Matching people with jobs so that the realization of the organization’s objectives will be facilitated |
| Motivating | Getting people to contribute their maximum effort toward the attainment of organizational Objectives |
| Leading | - Influencing others to engage in the work behaviors necessary to each organizational goals |
| Communicating | Sending and receiving of intelligence, information or emotions by two or more people by writing, verbal or non verbal means |
| Concurrent Control | - it endeavors to monitor operations in progress. |
| Post-action Control | Poorest form of control because it is wasteful of resources |
| Preliminary Control | indentifies major problem before they occur |
| Parent Ego State | Lectures, moralizes and points its finger righteously or accusingly |
| Child Ego State | Sulks, whines, throws tantrum or abandon itself to emotion |
| Adult Ego State | estimates probabilities, makes decisions based on facts, suggests alternatives to a proposal and reacts unemotionally |
| Hersey and Blanchard Situational Leadership Model | The most important factor affecting the selection of a leader’s style is the development or maturity level of subordinates |
| Vroom’s Model of Leadership | It prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority |
| Fiedler’s Contingency Model | Leadership is effective when leader’s style is appropriate to the situation |
| Path Goal Model of Leadership | Leadership can be made effective because leaders can influence subordinates’ perceptions of their work goals, personal goals, and paths to goal attainment |
| Directing | For people who lack competence but are willing enthusiastic and commited |
| Delegating | for people who have both competence and commitment |
| Coaching | For people who have some competence but lack commitment |
| Supporting | For people who have competence but lack confidence and motivation |
| Need for affiliation | Likely to be concerned with maintaining pleasant relationships and avoiding a leader rejection by social groups |
| Need for power | Expresses great concern for exercising influence and control over others |
| Need for achievement | - intense desire for success and an equally intense dread of failure |
| Satisfier | - Salary, supervision, status, job security, working conditions, company policy, administration and intrapersonal relations. |
| Hygiene Factors | The work itself, recognition, advancement, the possibility of growth, responsibility and achievement |
| Strategic Planning | Concerned with how to get where the origanizatin wants to go |
| Tactical Planning | - It invovles the determination of overall direction to the organization should be going |
| Objectives must be specific | Objectives must have precise meaning for the managers |
| Objectives must be quantifiable | - Objectives must be within capacity of the individual or group to achieve |
| Matrix Organization | Each employee reports to both a functional or division manager, and to a project of group managers |
| Line and Staff Organization | It allows for much more specialization and flexibility |
| Line organization | - It is characterized by direct vertical flow of authority from top man through the various managers down to rhe workers |
| Autocratic Leaders | Make decisions themselves without subordinates |
| Participative Leaders | Openly invite their subordinates to share in decisions, Policy-making and operation methods |
| Free-rein Leaders | Set objectives and allow employees to do whatever it takes to accomplish these objectives |
| Termination | Last option that the management exercises when an employee’s performance is poor or when he/she commited an act violating the company rules and regulations |
| Demotion | Movement from one position to another which has less pay or responsibility attached to it |
| Promotion | Movement into position of higher pay and greater responsibility and which is given as a reward for competence |
| Transfer | - Movement to a different job at the same or similar level of responsibility in the organization |
| Coercive Power | When a person compels another to comply with orders through treats or punishment |
| Semantic Barrier | Interference with the reception of a message that occurs when the message is misunderstood though it is received exactly as transmitted |
| Physical Barrier | Interference to effective communication occurring in the environment where the communication is undertake |
| McKinsey 7s Model | organizational tool that assesses the well being and future success of a company that looks to selected internal factors as a means of determining whether a company has the structural support to be successful |
| Engineering Management | the application of engineering principles and skills in organizing and directing people and projects |
| Open System | A system that has external interactions which take the form of information, energy or material transfer into or out of the system boundary |
| Hawthorne Experiments | study of Mayo which showed that people's work performance is dependent on social issues and job satisfaction |
| Strategy | 7s element which refers to the organization's plan for building and maintaining a competitive advantage over its competitors |
| Contingency Theory | assumes that there is no one best way to manage |
| Self Actualization need | What a man can be he must be |
| Esteem need | the need for appreciation and respect |
| Theory Z | show evaluation and promotion |
| Theory X | average worker is lazy, dislikes work and will do as little as possible |
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