Master of Engineering Management Flashcards

A career in which the mathematical and scientific information acquired through education, practice, and experimentation is wisely applied to create methods for economically utilizing the resources and forces of nature for the benefit of people.

Answer: Engineering

This definition precisely describes the field of engineering. Engineers apply scientific and mathematical principles, along with practical experience, to design, build, and maintain structures, machines, and systems. Their primary goal is to innovate and create solutions that harness natural resources and forces for the betterment of society, often with an emphasis on economic viability.

An array of actions, including planning, making decisions, organizing, and controlling, that are targeted at the informational, financial, and human resources of an organization with the intention of effectively attaining those objectives.

Answer: Management

This definition perfectly outlines the core functions of management. Management involves coordinating and overseeing the resources of an organization—including human, financial, informational, and physical assets—to achieve specific goals. The key activities of planning, organizing, leading (or directing), and controlling are universally recognized as the fundamental processes of management.

A task requiring technical expertise as well as the capacity to plan and manage the use of resources including labor, equipment, and money.

Answer: Engineering Management

Engineering management is a specialized field that combines the technical problem-solving skills of engineering with the organizational, administrative, and planning abilities of management. It specifically focuses on leading engineering teams and projects, requiring both a deep understanding of technical processes and the capacity to manage resources like personnel, equipment, and budgets effectively.

Paved the way for management ideas to develop.

Answer: Industrial Revolution

The Industrial Revolution, beginning in the late 18th century, brought about significant changes in production methods, moving from artisanal workshops to large-scale factories. This shift created complex organizational challenges, necessitating new approaches to coordinate labor, machinery, and resources. Consequently, it spurred the development of formal management theories and practices to improve efficiency and control in these burgeoning industrial enterprises.

This strategy placed a strong emphasis on identifying the "one best way" to do the most work.

Answer: Classical Approach

The Classical Approach to management, which includes Scientific Management and Administrative Management, sought to find the most efficient methods for organizing and performing work. Proponents like Frederick W. Taylor focused on optimizing tasks and processes to identify the "one best way" to maximize productivity and efficiency, often through time-and-motion studies and standardization.

He is regarded as the father of scientific management.

Answer: Frederick W. Taylor

Frederick W. Taylor is widely recognized as the "father of scientific management." His pioneering work in the late 19th and early 20th centuries focused on systematically studying work processes to improve efficiency and productivity. He introduced concepts like time-and-motion studies, standardization of tools and tasks, and incentive-based pay, which profoundly influenced industrial management.

This classical philosophy seeks to improve efficiency and ease labor by setting standards and doing scientific research on work processes.

Answer: Scientific Management

Scientific Management, championed by Frederick W. Taylor, is a classical management philosophy centered on improving industrial efficiency. It involves systematically analyzing workflows, conducting scientific research on tasks, setting performance standards, and optimizing tools and methods to achieve maximum output with minimal effort. The goal was to find the "one best way" to perform each job.

These participants in the traditional approach think that reducing unnecessary motions enhances performance.

Answer: Frank and Lillian Gilbreth

Frank and Lillian Gilbreth were prominent figures in the Scientific Management movement, a part of the classical approach. They are renowned for their pioneering work in motion studies, using techniques like chronocyclegraphs to analyze and eliminate wasteful movements in industrial tasks. Their research aimed to improve worker efficiency and reduce fatigue by identifying and optimizing the most effective work motions.

Focuses more on the management principles than the operational approaches.

Answer: Administrative management

Administrative management, a component of the classical approach, primarily focuses on the overall organization and its general management principles, rather than the specific operational tasks of individual workers. Henri Fayol, a key figure in administrative management, developed 14 principles of management that provided guidelines for structuring and managing an entire organization effectively. Scientific management, in contrast, focused more on shop-floor efficiency.

Created the 14 management guiding principles.

Answer: Henri Fayol

Henri Fayol, a French mining engineer and management theorist, is credited with developing the 14 Principles of Management. These principles, such as division of work, authority, discipline, unity of command, and scalar chain, provided a comprehensive framework for how organizations should be structured and managed. His work laid the foundation for modern administrative management theory.

The following are all part of the management process, with the exception of:

Answer: discussing

The fundamental functions of the management process are typically identified as planning, organizing, leading (or directing), and controlling. While discussing is a common activity within any organization and can facilitate management functions, it is not considered one of the core, distinct functions of the management process itself. Leading and directing are often used interchangeably to describe the function of motivating and guiding employees.

This is a task that has been completed or carried out to benefit the business.

Answer: work

"Work" in a business context refers to any task, activity, or effort undertaken to achieve organizational goals or produce value. Whether it's a specific project, a daily routine, or a strategic initiative, its completion contributes to the overall benefit and operation of the business. The other options (inventory, overtime, energy) are resources or conditions, not the completed task itself.

This explains the hierarchy of authority and power within a company, from top management all the way down to every employee at every level.

Answer: Chain of command

The chain of command is a fundamental concept in organizational structure that defines the line of authority from the highest level of management down to the lowest. It clarifies who reports to whom, establishing a clear hierarchy and ensuring that instructions and decisions flow systematically through the organization. This structure helps maintain order and accountability.

An individual employee is required to report to a single supervisor in accordance with this principle.

Answer: Principle of unity of command

The Principle of Unity of Command, one of Henri Fayol's 14 principles of management, states that an employee should receive orders from only one superior. This principle is crucial for avoiding confusion, conflicting instructions, and divided loyalties, thereby ensuring clear accountability and efficient operation within an organization.

An engineer manager has this ability to accomplish organizational goals quickly and effectively.

Answer: Managerial Ability

Managerial ability refers to the skills and competencies required to effectively plan, organize, lead, and control resources to achieve organizational objectives. For an engineer manager, this specifically means applying these management skills within an engineering context to ensure projects are completed efficiently, on time, and within budget, ultimately contributing to the company's success.

This is when a task is completed with the least amount of effort possible. This is accomplished through avoiding resource waste (e.g. time, money, equipment, facilities, skills, talents, and management attention).

Answer: Efficiency

Efficiency is defined as doing things right, meaning achieving a desired outcome with the minimum expenditure of resources. It focuses on optimizing the use of time, money, materials, and effort to avoid waste. In contrast, effectiveness is about doing the right things, which means achieving the intended goals, regardless of the resources used.