What refers to evaluation of alternatives using intuition and subjective judgment?

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process of learning about nature and codifying this knowledge into usable theories

turning a product concept to a finish physical problem

2. Design and Development —

new products or parts are tested for work ability

production personnel or assumes responsibility for the product

— either directly in charge of the construction personnel or may have responsibility for the construction process

assist the company’s customers to meet their needs

— performing any of the various tasks in regulating, monitoring, and controlling the activities of various institutions

— assigned to manage groups of people performing specific tasks

• Refers to the activity combining technical knowledge with the ability to organize and coordinate worker power, materials, machinery, and money.

• His main responsibility is to lead his group into producing a certain output consistent with the required specifications

• Creative problem solving process of planning, organizing, leading, and controlling an organizations’s resources to achieve its mission and objectives.

Planning, organizing, directing, controlling

Requirements for the Engineer Manager’s Job

1. Bachelor’s degree in engineering or master’s degree in engineering or business management

2. Few years of experience in a pure engineering job

3. Training in supervision

4. Special training in engineering management

. How One May Become a Successful Engineer Manager according to Kreitner

Ability, Motivation to manage, opportunity

• The process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation.

• Adapt a certain procedure designed to determine the best option available to solve certain problems.

• According to Nickels and others, “is the heart of all the management functions”

Decision-Making Process

Clue: DAADEMIE

Diagnose problem

Analyze environment

Articulate problem or opportunity

Develop viable alternative

Evaluate Alternatives

Make a choice

Implement decision

Evaluate and adapt decision results

difference b/w an actual situation and a desired situation

limited funds, limted training, and ill-designed facilities

Components of the Environment

: Internal and external environments

organizational activities within a firm

variables that are outside the organization

4. Develop viable alternatives

Clue: PDR

• Prepare a list of alternative solutions

• Determine the viability of each solution

• Revise the list

5. Evaluate alternatives

Clue: NON/VCR

• Nature of the problem

• Objectives of the firm

• Nature of the alternatives presented

• According to Souder: value, cost and risk characteristics

refers to the process of selecting among alternatives representing potential solutions to a problem

carrying out the decision so that the objectives sought will be achieved

• Use control and feed back mechanisms to ensure results and to provide information for future decisions.

8. Evaluate and adapt decision results

process which requires checking at each stage of the process to assure that alternatives, criteria, and solution aligned with the goals and obejectives

actions made to ensure that activities performed match the desired activities or goals

using intuition and subjective judgment

1. Qualitative Evaluation

using any technique in a group classified as rational and analytical

calculate the number of items that should be ordered at one time to minimize the total yearly cost

Economic order quantity model

economic order quantity technique applied to production orders

• Production order quantity model

used for planned shortages

• Back order inventory model –

minimize the total cost when quantity discounts are offered

• Quantity discount model –

• Determine the number of service units that will minimize both customers waiting time and cost service

schedule, monitor, and control large and complex projects by employing three time estimates for each activity

• Program Evaluation Review Technique (PERT)

• Critical Path Method (CPM)

• The collection of past and current information to make predictions about the future

• Forecasting method that examines the association b/w two or more variables

• Simple regression with one independent variable involved

• Multiple regression when two or more IV involved

• Represent reality, on which conclusions about real-life problems can be used

• Used to produce an optimum solution within bounds imposed by constrains upon decision

• Samples of populations are statistically determined to be used for a number of processes

• Refers to the rational way to conceptualize, analyze, and solve problems in situations involving limited or partial information about the decision environment

Statisticak decision theory

revise and update the intial assessments of the event probabilities generated by the alternative solutions

selects the decision alternative having the maximum expected payoff or the minimum expected loss if he is working with a low table

(output of planning) - provides a methodical way of achieving desired results.

planning refers to “the management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives

planning is “the selection and sequential ordering of tasks required to achieve an organizational goal

planning is “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

It is the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals

Intermediate planning

Intermediate planning refers to the process of determining the contributions that sub units can make with allocated resources.

2. Middle Management Level

Operational Planning

Operational planning refers to the process of determining how specific tasks can best be accomplished on time with available resources.

3. Lower Management Level –

The Planning Process

Clue: SDDS

Setting organizational, divisional or unit goals

Determining strategies or tactics to reach goals

Determining resources needed

Setting standard

Functional areas

Time Horizon

Frequency of use

written document or blueprint for implementing and controlling an organization’s marketing activities related to a particular marketing strategy.

states the quantity of output a company must produce in broad terms and by product family

summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities

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.

4. Human Resource Management Plan -

plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.

plans covering a time span of more than one year. These are mostly undertaken by middle and top management.

used again and again, and they focus on managerial situations that recur repeatedly

broad guidelines about recurring situations or function

plans that describe the exact series of actions to be taken in a given situation.

statements that either require or forbid a certain action.

These plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated

a budget is a plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from

is a single-use plan designed to coordinate a large set of activities.

is a single-use plan that is usually more limited in scope than a program and is sometimes prepared to support a program.

Contents of the Marketing Plan according to William Cohen

Clue: ETSMMSF

1. The Executive Summary

2. Table of Contents

3. Situational Analysis and Target Market

4. Marketing Objectives and Goals

5. Marketing Strategies

6. Marketing Tactics

7. Schedules and Budgets

8. Financial Data and Control

The Contents of the Production Plan

Clue: AHH

1. The amount of capacity the company must have

2. How many employees are required

3. How much material must be purchased

Contents of the Financial Plan

Clue: ASCCSE

 An analysis of the firm’s current financial condition as indicated by an analysis of the most recent statements.

 A sales forecast

 The capital budget

 The cash budget

 A set of pro forma (or projected) financial statements

 The external financing plan

The Contents of the Human Resources Plan

Clue: PPTR

1. personnel requirements of the company

2. plans for recruitment and selection

3. training plan

4. retirement plan

PARTS OF THE STRATEGIC PLAN

1. Company or corporate mission

2. Objectives or goals

3. Strategies

Strategic statement that identifies why an organization exists, its philosophy of management and its purpose as distinguished from other similar organizations in terms of product, services and markets

Company of corporate mission

Making planning effective

Recognize the planning barriers

Use of aids to planning

Planning barriers according to Plunkett and Attner

Clue: MILIFTC

1. manager’s inability to plan

2. improper planning process

3. lack of commitment to the planning process

4. improper information

5. focusing on the present at the expense of the future

6. too much reliance on the planning department

7. concentrating on only the controllable variables

1. Gather as much information as possible

2. Develop multiple sources of information

3. Involve others in the planning process

refers to the capacity of an engineer manager to achieve organization objectives effectively and efficiently

refers to the likelihood of achieving the goals of the alternatives

What is the term used for evaluating alternatives using intuition and when subjective judgment is needed?

What is the process of defining the problem and identifying and choosing alternative courses of action in manner appropriate to the demands of the situation?

Where the engineer is engaged in the process of learning about nature and codifying this knowledge into usable theories?

WHO states that managers tend to use qualitative approach when the problem is fairly simple?