問題一覧
1
Where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories.
Research
2
Where the engineer undertakes the activity of turning a product concept to a finished physical item.
Design and Development
3
Where the engineer works in a unit where new products or parts are tested for work-ability.
Testing
4
Where the engineer is directly in charge of production personnel or assumes responsibility for the product.
Manufacturing
5
Where the engineer is either directly in charge of the construction personnel or may have responsibility for the quality of the construction process.
Construction
6
Where the engineer assists the company's customers to meet their needs, especially those that require technical expertise.
Sales
7
Where the engineer works as consultant of any individual or organization requiring his services.
Consulting
8
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
9
Where the engineer gets employment in a school and is assigned as a teacher of engineering courses. Some of them later become deans, vice presidents, and presidents.
Teaching
10
Where the engineer is assigned to manage groups of people performing specific tasks.
Management
11
Those with minimal engineering jobs like retailing firms.
Level One
12
Those with a moderate degree of engineering jobs like transportation companies.
Level Two
13
Those with a high degree of engineering jobs like construction firms.
Level Three
14
Slim chance of becoming the general manager or president.
Level One
15
May be assigned to head a small engineering unit of the firm.
Level One
16
May be assigned to head the engineering division.
Level Two
17
Provide the biggest opportunity for an engineer to become the president or general manager.
Level Three
18
Refers to the activity combining technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.
Engineering Management
19
Is presumed to be technically competent in his specialization, one may now proceed to describe more thoroughly the remaining portion of his job, which is management.
Engineer Manager
20
The creative problem solving-process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives.
Management
21
A process consisting of planning, organizing, directing (or leading), and controlling.
Management
22
Refers to the capacity of an engineer manager to achieve organizational objectives effectively and efficiently.
Ability
23
According to him, effectiveness refers to a description of whether objectives are accomplished. While efficiency is a description of the relative amount of resources used in obtaining effectiveness.
Higgins
24
A description of whether objectives are accomplished.
Effectiveness
25
A description of the relative amount of resources used in obtaining effectiveness.
Efficiency
26
He developed a psychometric instrument to measure objectively an individual’s motivation to manage.
John B. Miner
27
Characterized by the recognition of managerial talent through financial and nonfinancial rewards.
Supportive Climate
28
Are primarily tasked to provide leadership in the quest for the attainment of the organization's objectives.
Engineer Managers
29
The process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation.
Decision-Making
30
The heart of all the management functions.
Decision-Making, Nickels and Others
31
Exists when there is a difference between an actual situation and a desired situation.
Problem
32
Its objective is the identification of constraints, which may be spelled out as either internal or external limitations.
Environmental Analysis
33
Refers to organizational activities within a firm that surrounds decision-making.
Internal Environment
34
Refers to variables that are outside the organization and not typically within the short-run control of top management.
External Environment
35
like org, structure, policies, procedures, rules, ability of management, etc.
Organizational Aspects
36
like product strategy, promotion strategy, etc.
Marketing Aspects
37
like recruitment practices, incentive systems, etc.
Personnel Aspects
38
like plant facility layout, inventory control, etc.
Production Aspects
39
like liquidity, profitability, etc.
Financial Aspects
40
He suggests that each alternative must be analyzed and evaluated in terms of its value, cost, and risk characteristics.
Souder
41
Refers to benefits that can be expected.
Value of the Alternatives
42
Refers to out-of-pocket costs, opportunity costs, and follow-on costs.
Cost of the Alternative
43
Refer to the likelihood of achieving the goals of the alternatives.
Risk Characteristics
44
Refers to the process of selecting among alternatives representing potential solutions to a problem.
Choice-making
45
He advises that particular effort should be made to identify all significant consequences of each choice.
Webber
46
Refers to carrying out the decision so that the objectives sought will be achieved.
Implementation
47
Refers to the process which requires checking at each stage of the process to assure that the alternatives generated, the criteria used in evaluation, and the solution selected for implementation are in keeping with the goals and objectives originally specified.
Feedback
48
Refers to actions made to ensure that activities performed match the desired activities or goals, that have been set.
Control
49
Refers to evaluation of alternatives using intuition and subjective judgment.
Qualitative Evaluation
50
Refers to the evaluation of alternatives using any technique in a group classified as rational and analytical.
Quantitative Evaluation
51
Used to calculate the number of items that should be ordered at one time to minimize the total yearly cost of placing orders and carrying the items in inventory.
Economic Order Quantity Model
52
An economic order quantity technique applied to production orders.
Production Order Quantity Model
53
Used for planned shortages.
Back Order Inventory Model
54
Used to minimize the total cost when quantity discounts are offered by suppliers.
Quantity Discount Model
55
Describes how to determine the number of service units that will minimize both customer waiting time and cost of service.
Queuing Theory
56
Are models where large complex tasks are broken into smaller segments that can be managed independently.
Network Models
57
A technique which enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimates for each activity.
PERT
58
A network technique using only one time factor per activity that enables engineer managers to schedule, monitor, and control large and complex projects.
CPM
59
The collection of past and current information to make predictions about the future.
Forecasting
60
A forecasting method that examines the association between two or more variables.
Regression Model
61
May be simple or multiple depending on the number of independent variables present.
Regression Analysis
62
One independent variable is involved.
Simple Regression
63
Two or more independent variables are involved.
Multiple Regression
64
A model constructed to represent reality, on which conclusions about real-life problems can be used.
Simulation
65
A highly sophisticated tool by means of which the decision maker develops a mathematical model of the system under consideration.
Simulation
66
Does not guarantee an optimum solution, but it can evaluate the alternatives fed into the process by the decision-maker.
Simulation
67
A quantitative technique that is used to produce an optimum solution within the bounds imposed by constraints upon the decision.
Linear Programming
68
Very useful as a decision-making tool when supply and demand limitations at plants, warehouse, or market areas are constraints upon the system.
Linear Programming
69
A 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
70
Saves time and money.
Sampling
71
Refers to the rational way to conceptualize, analyze, and solve problems in situations involving limited, or partial information about the decision environment.
Decision Theory
72
When the decision-maker is able to assign probabilities to the various events, the use of probabilistic decision rule, called the __, becomes possible
Bayes Criterion
73
Selects the decision alternative having the maximum expected payoff, or the minimum expected loss if he is working with a loss table.
Bayes Criterion
74
To revise and update the initial assessments of the event probabilities generated by the alternative solutions.
Bayesian Analysis
75
Provides a methodical way of achieving desired results.
Plan
76
The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.
Planning, Nickels and Others
77
The selection and sequential ordering of tasks required to achieve an organizational goal.
Planning, Aldag and Stearns
78
Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.
Planning, Cole and Hamilton
79
Defined as selecting the best course of action so that the desired result may be achieved.
Planning
80
1. Top management level
2. Middle management level
3. Lower management level
Strategic, Intermediate, Operational
81
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
82
The whole company is considered, specifically its objectives and current resources.
Strategic
83
The decision about long-range goals and the course of action to achieve these goals.
Strategic Plan
84
The process of determining the contributions that subunits can make with allocated resources.
Intermediate
85
The goals of a subunit are determined and a plan is prepared to provide a guide to the realization of the goals.
Intermediate
86
Is designed to support the strategic plan.
Intermediate Plan
87
The process of determining how specific tasks can best be accomplished on time with available resources.
Operational
88
It must be performed in support of the strategic plan and the intermediate plan.
Operational
89
The precise statement of results sought, quantified in time and magnitude, where possible.
Goals
90
The ways to realize the goals.
Strategies
91
A course of action aimed at ensuring that the organization will achieve its objectives.
Strategy
92
A short-term action taken by management to adjust to negative internal or external influences.
Tactic
93
The decision about short-term goals and the courses of action are indicated.
Tactical Plan
94
A quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.
Standard
95
This is the written document or blueprint for implementing and controlling an organization's marketing activities related to a particular marketing strategy.
Marketing Plan
96
This is a written document that states the quantity of output a company must produce in broad terms and by product family.
Production Plan
97
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
98
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
99
These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.
Short-Range Plans
100
These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.
Long-Range Plans
M#5 Section and Title v2
M#5 Section and Title v2
ユーザ名非公開 · 32問 · 13日前M#5 Section and Title v2
M#5 Section and Title v2
32問 • 13日前ユーザ名非公開
MPLE
MPLE
ユーザ名非公開 · 41問 · 13日前MPLE
MPLE
41問 • 13日前ユーザ名非公開
Weekly Test 3
Weekly Test 3
ユーザ名非公開 · 50問 · 13日前Weekly Test 3
Weekly Test 3
50問 • 13日前ユーザ名非公開
Weekly Test 2
Weekly Test 2
ユーザ名非公開 · 50問 · 13日前Weekly Test 2
Weekly Test 2
50問 • 13日前ユーザ名非公開
Weekly Test 1
Weekly Test 1
ユーザ名非公開 · 50問 · 13日前Weekly Test 1
Weekly Test 1
50問 • 13日前ユーザ名非公開
Refresher SPDI 1
Refresher SPDI 1
ユーザ名非公開 · 9問 · 13日前Refresher SPDI 1
Refresher SPDI 1
9問 • 13日前ユーザ名非公開
Refresher SPDI 1
Refresher SPDI 1
ユーザ名非公開 · 100問 · 13日前Refresher SPDI 1
Refresher SPDI 1
100問 • 13日前ユーザ名非公開
Definition of Terms 3
Definition of Terms 3
ユーザ名非公開 · 90問 · 13日前Definition of Terms 3
Definition of Terms 3
90問 • 13日前ユーザ名非公開
Definition of Terms 2
Definition of Terms 2
ユーザ名非公開 · 90問 · 13日前Definition of Terms 2
Definition of Terms 2
90問 • 13日前ユーザ名非公開
Definition of Terms 1
Definition of Terms 1
ユーザ名非公開 · 90問 · 13日前Definition of Terms 1
Definition of Terms 1
90問 • 13日前ユーザ名非公開
WT 6
WT 6
ユーザ名非公開 · 50問 · 13日前WT 6
WT 6
50問 • 13日前ユーザ名非公開
WT 3
WT 3
ユーザ名非公開 · 50問 · 13日前WT 3
WT 3
50問 • 13日前ユーザ名非公開
WT 2
WT 2
ユーザ名非公開 · 48問 · 13日前WT 2
WT 2
48問 • 13日前ユーザ名非公開
WT 1
WT 1
ユーザ名非公開 · 50問 · 13日前WT 1
WT 1
50問 • 13日前ユーザ名非公開
SPI version D pt 2
SPI version D pt 2
ユーザ名非公開 · 61問 · 13日前SPI version D pt 2
SPI version D pt 2
61問 • 13日前ユーザ名非公開
Standpipe Requirements
Standpipe Requirements
ユーザ名非公開 · 29問 · 13日前Standpipe Requirements
Standpipe Requirements
29問 • 13日前ユーザ名非公開
Item 311 Portland Cement Concrete Pavement (PART 1)
Item 311 Portland Cement Concrete Pavement (PART 1)
ユーザ名非公開 · 78問 · 13日前Item 311 Portland Cement Concrete Pavement (PART 1)
Item 311 Portland Cement Concrete Pavement (PART 1)
78問 • 13日前ユーザ名非公開
Item 311 Portland Cement Concrete Pavement (PART 2)
Item 311 Portland Cement Concrete Pavement (PART 2)
ユーザ名非公開 · 61問 · 13日前Item 311 Portland Cement Concrete Pavement (PART 2)
Item 311 Portland Cement Concrete Pavement (PART 2)
61問 • 13日前ユーザ名非公開
Item 406 Prestressed Concrete Structures
Item 406 Prestressed Concrete Structures
ユーザ名非公開 · 36問 · 13日前Item 406 Prestressed Concrete Structures
Item 406 Prestressed Concrete Structures
36問 • 13日前ユーザ名非公開
RNPCP Appendix A and B
RNPCP Appendix A and B
ユーザ名非公開 · 79問 · 13日前RNPCP Appendix A and B
RNPCP Appendix A and B
79問 • 13日前ユーザ名非公開
問題一覧
1
Where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories.
Research
2
Where the engineer undertakes the activity of turning a product concept to a finished physical item.
Design and Development
3
Where the engineer works in a unit where new products or parts are tested for work-ability.
Testing
4
Where the engineer is directly in charge of production personnel or assumes responsibility for the product.
Manufacturing
5
Where the engineer is either directly in charge of the construction personnel or may have responsibility for the quality of the construction process.
Construction
6
Where the engineer assists the company's customers to meet their needs, especially those that require technical expertise.
Sales
7
Where the engineer works as consultant of any individual or organization requiring his services.
Consulting
8
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
9
Where the engineer gets employment in a school and is assigned as a teacher of engineering courses. Some of them later become deans, vice presidents, and presidents.
Teaching
10
Where the engineer is assigned to manage groups of people performing specific tasks.
Management
11
Those with minimal engineering jobs like retailing firms.
Level One
12
Those with a moderate degree of engineering jobs like transportation companies.
Level Two
13
Those with a high degree of engineering jobs like construction firms.
Level Three
14
Slim chance of becoming the general manager or president.
Level One
15
May be assigned to head a small engineering unit of the firm.
Level One
16
May be assigned to head the engineering division.
Level Two
17
Provide the biggest opportunity for an engineer to become the president or general manager.
Level Three
18
Refers to the activity combining technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.
Engineering Management
19
Is presumed to be technically competent in his specialization, one may now proceed to describe more thoroughly the remaining portion of his job, which is management.
Engineer Manager
20
The creative problem solving-process of planning, organizing, leading, and controlling an organization’s resources to achieve its mission and objectives.
Management
21
A process consisting of planning, organizing, directing (or leading), and controlling.
Management
22
Refers to the capacity of an engineer manager to achieve organizational objectives effectively and efficiently.
Ability
23
According to him, effectiveness refers to a description of whether objectives are accomplished. While efficiency is a description of the relative amount of resources used in obtaining effectiveness.
Higgins
24
A description of whether objectives are accomplished.
Effectiveness
25
A description of the relative amount of resources used in obtaining effectiveness.
Efficiency
26
He developed a psychometric instrument to measure objectively an individual’s motivation to manage.
John B. Miner
27
Characterized by the recognition of managerial talent through financial and nonfinancial rewards.
Supportive Climate
28
Are primarily tasked to provide leadership in the quest for the attainment of the organization's objectives.
Engineer Managers
29
The process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation.
Decision-Making
30
The heart of all the management functions.
Decision-Making, Nickels and Others
31
Exists when there is a difference between an actual situation and a desired situation.
Problem
32
Its objective is the identification of constraints, which may be spelled out as either internal or external limitations.
Environmental Analysis
33
Refers to organizational activities within a firm that surrounds decision-making.
Internal Environment
34
Refers to variables that are outside the organization and not typically within the short-run control of top management.
External Environment
35
like org, structure, policies, procedures, rules, ability of management, etc.
Organizational Aspects
36
like product strategy, promotion strategy, etc.
Marketing Aspects
37
like recruitment practices, incentive systems, etc.
Personnel Aspects
38
like plant facility layout, inventory control, etc.
Production Aspects
39
like liquidity, profitability, etc.
Financial Aspects
40
He suggests that each alternative must be analyzed and evaluated in terms of its value, cost, and risk characteristics.
Souder
41
Refers to benefits that can be expected.
Value of the Alternatives
42
Refers to out-of-pocket costs, opportunity costs, and follow-on costs.
Cost of the Alternative
43
Refer to the likelihood of achieving the goals of the alternatives.
Risk Characteristics
44
Refers to the process of selecting among alternatives representing potential solutions to a problem.
Choice-making
45
He advises that particular effort should be made to identify all significant consequences of each choice.
Webber
46
Refers to carrying out the decision so that the objectives sought will be achieved.
Implementation
47
Refers to the process which requires checking at each stage of the process to assure that the alternatives generated, the criteria used in evaluation, and the solution selected for implementation are in keeping with the goals and objectives originally specified.
Feedback
48
Refers to actions made to ensure that activities performed match the desired activities or goals, that have been set.
Control
49
Refers to evaluation of alternatives using intuition and subjective judgment.
Qualitative Evaluation
50
Refers to the evaluation of alternatives using any technique in a group classified as rational and analytical.
Quantitative Evaluation
51
Used to calculate the number of items that should be ordered at one time to minimize the total yearly cost of placing orders and carrying the items in inventory.
Economic Order Quantity Model
52
An economic order quantity technique applied to production orders.
Production Order Quantity Model
53
Used for planned shortages.
Back Order Inventory Model
54
Used to minimize the total cost when quantity discounts are offered by suppliers.
Quantity Discount Model
55
Describes how to determine the number of service units that will minimize both customer waiting time and cost of service.
Queuing Theory
56
Are models where large complex tasks are broken into smaller segments that can be managed independently.
Network Models
57
A technique which enables engineer managers to schedule, monitor, and control large and complex projects by employing three time estimates for each activity.
PERT
58
A network technique using only one time factor per activity that enables engineer managers to schedule, monitor, and control large and complex projects.
CPM
59
The collection of past and current information to make predictions about the future.
Forecasting
60
A forecasting method that examines the association between two or more variables.
Regression Model
61
May be simple or multiple depending on the number of independent variables present.
Regression Analysis
62
One independent variable is involved.
Simple Regression
63
Two or more independent variables are involved.
Multiple Regression
64
A model constructed to represent reality, on which conclusions about real-life problems can be used.
Simulation
65
A highly sophisticated tool by means of which the decision maker develops a mathematical model of the system under consideration.
Simulation
66
Does not guarantee an optimum solution, but it can evaluate the alternatives fed into the process by the decision-maker.
Simulation
67
A quantitative technique that is used to produce an optimum solution within the bounds imposed by constraints upon the decision.
Linear Programming
68
Very useful as a decision-making tool when supply and demand limitations at plants, warehouse, or market areas are constraints upon the system.
Linear Programming
69
A 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
70
Saves time and money.
Sampling
71
Refers to the rational way to conceptualize, analyze, and solve problems in situations involving limited, or partial information about the decision environment.
Decision Theory
72
When the decision-maker is able to assign probabilities to the various events, the use of probabilistic decision rule, called the __, becomes possible
Bayes Criterion
73
Selects the decision alternative having the maximum expected payoff, or the minimum expected loss if he is working with a loss table.
Bayes Criterion
74
To revise and update the initial assessments of the event probabilities generated by the alternative solutions.
Bayesian Analysis
75
Provides a methodical way of achieving desired results.
Plan
76
The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.
Planning, Nickels and Others
77
The selection and sequential ordering of tasks required to achieve an organizational goal.
Planning, Aldag and Stearns
78
Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.
Planning, Cole and Hamilton
79
Defined as selecting the best course of action so that the desired result may be achieved.
Planning
80
1. Top management level
2. Middle management level
3. Lower management level
Strategic, Intermediate, Operational
81
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
82
The whole company is considered, specifically its objectives and current resources.
Strategic
83
The decision about long-range goals and the course of action to achieve these goals.
Strategic Plan
84
The process of determining the contributions that subunits can make with allocated resources.
Intermediate
85
The goals of a subunit are determined and a plan is prepared to provide a guide to the realization of the goals.
Intermediate
86
Is designed to support the strategic plan.
Intermediate Plan
87
The process of determining how specific tasks can best be accomplished on time with available resources.
Operational
88
It must be performed in support of the strategic plan and the intermediate plan.
Operational
89
The precise statement of results sought, quantified in time and magnitude, where possible.
Goals
90
The ways to realize the goals.
Strategies
91
A course of action aimed at ensuring that the organization will achieve its objectives.
Strategy
92
A short-term action taken by management to adjust to negative internal or external influences.
Tactic
93
The decision about short-term goals and the courses of action are indicated.
Tactical Plan
94
A quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.
Standard
95
This is the written document or blueprint for implementing and controlling an organization's marketing activities related to a particular marketing strategy.
Marketing Plan
96
This is a written document that states the quantity of output a company must produce in broad terms and by product family.
Production Plan
97
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
98
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
99
These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.
Short-Range Plans
100
These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.
Long-Range Plans