Term
| One thing that has changed the way companies regard employees is the shift in the US economy toward the __________ and away from __________. |
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Definition
| service sector; manufacturing |
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Term
| In a successful quality management program, employees: |
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Definition
• are given broad latitude
• are encouraged to improvise
• have the power to use their own initiative to correct and prevent problems |
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Term
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Definition
| involves breaking down jobs into elemental activities and simplifying job design. |
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Term
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Definition
| Comprises a set of tasks, elements, and job motions (basic physical movements); all the tasks performed by a worker |
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Term
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Definition
| Individual, defined job activities that consist of one or more elements |
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Term
| Traditionally, _____ has been a measure of job efficiency. |
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Definition
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Term
| In a piece rate wage system, pay is based on: |
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Definition
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Term
| What was the catalyst for scientific management's widespread acceptance? |
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Definition
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Term
True or False:
Assembly-line production meshed with the principles of scientific management. |
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Definition
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Term
| What are the advantages of scientific management? |
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Definition
| Increased output, lower labor costs, ease of training or replacing employees |
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Term
| What are the limitations of scientific management? |
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Definition
| Boredom, lack of motivation, and physical and mental fatigue |
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Term
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Definition
| A willingness to work hard because that effort satisfies an employee need |
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Term
| What can be used to improve motivation? |
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Definition
• positive reinforcement and feedback
• effective organization and discipline
• fair treatment of people
• satisfaction of employee needs
• setting of work related goals
• design of jobs to fit the employee
• work responsibility
• empowerment
• restructuring of jobs when necessary
• rewards based on company as well as individual performance
• achievement of company goals |
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Term
| ____________ developed Theory X and Theory Y. |
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Definition
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Term
| What are the attributes of a Theory X employee? |
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Definition
• dislikes work
• must be coerced
• shirks responsibility
• Little ambition
• security top motivator |
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Term
| What are the attributes of a Theory Y employee? |
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Definition
• work is natural
• self directed
• controlled
• accepts responsibility
• makes good decisions |
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Term
| Two of Deming's 14 points refer to: |
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Definition
| employee education and training. |
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Term
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Definition
| An employee learns more than one job; provides a safety measure with more job coverage; prevents boredom |
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Term
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Definition
| The horizontal movement between two or more jobs according to a plan; requires crosstraining |
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Term
| The objective of job enrichment is to: |
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Definition
| create more opportunities for individual achievement and recognition by adding variety, responsibility, and accountability to the job. |
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Term
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Definition
| Allows employees control over their work |
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Term
| Horizontal job enlargement |
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Definition
| An employee is assigned a complete unit of work with defined start and end |
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Term
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Definition
| Giving employees authority to make decisions |
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Term
| Five of Deming's points for quality improvement relate to: |
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Definition
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Term
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Definition
| Part of a daily work schedule in which employees can choose time of arrival and departure |
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Term
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Definition
| A nontraditional work location |
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Term
| What costs are associated with establishing an alternative workplace? |
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Definition
• training
• hardware and software
• networks
• phone charges
• technical support
• equipment |
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Term
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Definition
| Employees work electronically from a location they choose |
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Term
| Through telecommuting, absenteeism can be reduced by as much as _____. |
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Definition
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Term
| Self-motivation must be reinforced by ___________________. |
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Definition
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Term
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Definition
| An incentive plan joins employees and a common effort to achieve company goals, who share it again |
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Term
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Definition
| Sets aside a portion of profits for employees at years end |
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Term
| Gainsharing programs provide __________ pay outs or bonuses. |
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Definition
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Term
| Profit-sharing is more applicable to: |
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Definition
| higher level employees and executives. |
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Term
| Managing diversity is the process of: |
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Definition
| creating a work environment in which all employees can contribute to their full potential in order to achieve a company's goals. |
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Term
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Definition
| Includes education, awareness, communication, fairness, and commitment |
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Term
| Frederick Herzberg identified attributes of good job design as: |
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Definition
• an appropriate degree of repetitiveness
• an appropriate degree of mental absorption
• some employee responsibility
• employee control over their own job
• goals and feedback
• opportunities for friendship
• use of skills |
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Term
| What are the 3 elements to job design? |
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Definition
| Task, worker, and environmental |
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Term
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Definition
| Determines how to do each task and how all the tasks fit together to form a job |
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Term
| Performance requirements of a task: |
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Definition
• Time
• accuracy
• productivity
• Quality |
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Term
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Definition
| Determines the characteristics the worker must possess to meet the job requirements, the responsibilities the worker will have in the job, and how the worker will be rewarded |
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Term
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Definition
| Refers to the physical location of the job in the production or services facility and the environmental conditions that must exist |
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Term
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Definition
| The physical characteristics and location of a job |
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Term
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Definition
| Fitting the task to the person in a work environment |
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Term
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Definition
| Determines if worker and machine time are used efficiently; how much downtime |
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Term
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Definition
| Individual job or work effort requiring labor, resources and time; is subject to management control |
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Term
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Definition
| A unique, one time operational activity or effort |
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Term
| What is project management? |
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Definition
| It is the management of the work to develop and implement an innovation or change in an existing operation. It encompasses planning the project and controlling the project activities, subject to resource and budget constraints, to keep the project on schedule. |
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Term
True or False:
Project management is subject to less uncertainty than the normal management process. |
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Definition
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Term
| What are the 3 major processes within project management? |
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Definition
• planning
• scheduling
• controlling |
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Term
| What are the 8 basic elements of a project plan? |
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Definition
• objectives
• project scope
• contract requirements
• schedules
• resources
• personnel
• control
• risk and problem analysis |
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Term
| What is included in the objectives of a project plan? |
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Definition
| A detailed statement of what the project is to accomplish and how it will achieve the company's goals and meet that strategic plan; and an estimate of when it needs to be completed, the cost and the return |
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Term
| The control element of a project plan includes: |
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Definition
| procedures for monitoring and evaluating progress and performance including schedules and cost. |
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Term
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Definition
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Term
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Definition
| Benefits of a project that cannot be measured in a tangible way (e.g., improving employee satisfaction) |
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Term
| Project teams are made up of: |
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Definition
| individuals from various areas and departments within a company. |
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Term
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Definition
| A team structure with members from functional areas, depending on the skills required |
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Term
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Definition
| A document that provides an understanding, justification, and expected result of a project |
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Term
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Definition
| A written description of the objectives of the project; often prepared for individual team members, groups, departments, subtracters, and suppliers |
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Term
| Work breakdown structure (WBS) |
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Definition
| Breaks down a project into components (modules), subcomponents, activities, and tasks; provides the basis for developing a schedule |
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Term
| Organizational breakdown structure (OBS) |
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Definition
| A chart that shows which organizational units are responsible for work items |
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Term
| Responsibility assignment matrix (RAM) |
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Definition
| Shows who is responsible for the work in a project |
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Term
| The project schedule evolves from the ___________________. |
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Definition
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Term
| What are the four basic steps of developing a schedule? |
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Definition
1. Define the activities.
2. Sequence the activities.
3. Estimate the time required to complete each activity.
4. Develop the schedule. |
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Term
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Definition
| A graph or bar chart with a bar for each project activity that shows the passage of time |
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Term
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Definition
| The sequential relationship of project activities to each other |
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Term
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Definition
| The amount of time an activity can be delayed without delaying the project |
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Term
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Definition
| Resources are shifted from an activity with slack to an activity that is not on schedule; can push the project cost above budget |
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Term
| What are the key elements of project control? |
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Definition
• Time management
• Quality control
• performance monitoring
• Communication |
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Term
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Definition
| The process of monitoring a project and developing timed status reports to make sure that goals are being met and the plan is being followed |
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Term
| Earned value analysis (EVA) |
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Definition
| A standard procedure for numerically measuring a project progress, forecasting its completion date and cost and measuring schedule and budget variation |
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Term
| A negative schedule variance means a project is __________ schedule. |
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Definition
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Term
| Enterprise project management |
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Definition
| The management and control of a companywide portfolio of projects |
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Term
| In PERT, times are _________. |
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Definition
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Term
| In CPM, times are ___________. |
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Definition
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Term
| In PERT, activities are represented as ___________. |
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Definition
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Term
| In CPM, activities are represented as _______________. |
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Definition
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Term
| The advantage of CPM/PERT over the Gantt chart is: |
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Definition
| the use of a network to depict the precedence relationships between activities. |
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Term
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Definition
| Nodes represent activities, and arrows show precedence relationships |
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Term
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Definition
| Arrows represent activities and nodes are events for points in time |
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Term
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Definition
| Two or more activities cannot share the same start and end nodes; does not represent any actual passage of time |
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Term
True or False:
AON is more common. |
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Definition
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Term
| In an AON, the arrows show: |
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Definition
| precedence relationships between activities. |
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Term
| Are dummy activities required in an AON network? |
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Definition
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Term
| Are dummy activities required in an AOA network? |
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Definition
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Term
| A project cannot be completed sooner than the time required by the _________ path in the network. |
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Definition
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Term
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Definition
| The longest path through a network; it is the minimum project completion time |
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Term
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Definition
| The earliest time an activity can start |
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Term
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Definition
| Starts at the beginning of a CPM/PERT network to determine the earliest activity times |
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Term
| Earliest finish time (EF) |
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Definition
| The earliest start time plus the activity time; EF = ES + t |
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Term
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Definition
| The latest time an activity can start without delaying critical path time; LS = LF - t |
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Term
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Definition
| The latest time an activity can be completed and still maintain the project critical path time |
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Term
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Definition
| Determines latest activity times by starting at the end of a CPM/PERT network and working forward |
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Term
| For the activities on the critical path, the earliest start times and latest start times are ____________. |
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Definition
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Term
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Definition
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