Administration and Management

Question 1

Cost-benefit analysis

Answer 1

Estimates the total monetary value, costs and benefits of a project.
Typically used for public projects like highways and other public facilities.
Analysis was conceived by Jules Dupuit in 1848

Question 2

Cost-effectiveness Analysis

Answer 2

Method for selecting among competing projects when recourses are limited

Question 3

Net Present Value

Answer 3

Calculates the net monetary value of a project, discounted to today’s present value.
Must know the years of the project’s lifespan, the quantified monetary benefits, the monetary costs and the interest rate.

Question 4

Goals Achievement Matrix (GAM)

Answer 4

This is a comprehensive way to evaluate a project. Consists of a project evaluation matrix that includes competing projects in rows and the evaluation criteria in columns.
The matrix shows the anticipated attainment of a project’s goals and the assignment of accomplishing a goal to a group

Question 5

Gantt Chart

Answer 5

Chart that focuses on the sequence of tasks necessary for project completion

Question 6

Linear Programming

Answer 6

Project management method that attempts to find the optimum design solution for a project. Takes a set of decision variables within constraints and generates an optimum design solution

Question 7

Program Evaluation and Review Technique (PERT)

Answer 7

Scheduling method that graphically illustrates the interrelationships of project tasks.
Good choice when precise time estimates are not available for project tasks.
Developed my the US Navy in the 1950s
1. ID specific activities and milestones
2. Determine proper sequence of the activities
3. Construct a network diagram
4. Determine the critical path
5. Update the PERT chart as the project progresses

Question 8

Critical Path Method (CPM)

Answer 8

Project analysis tool that generates a “critical path” through the project tasks. Each task has a know amount of time to complete and can’t be completed before the previous one is completed.

Question 9

Horizontal or Flat Organization

Answer 9

Few or no levels of management between management and staff level employees. Employees are less supervised and have increased involvement in the decision making process, they have a greater level of responsibility. Decision making is also more streamlined.
Disadvantage is employees can lack a clear sense of directive or job duties.

Question 10

Vertical or Hierarchical Organization

Answer 10

Resembles a pyramid. Every employee is subordinate to someone else within the organization except the very top level. Employees have a clear sense of leadership and their level of responsibility on each task. Promotional opportunities for employees to move up.
Disadvantage is departments may not communicate well and costs can be higher because there is more management personnel.

Question 11

Matrix Organization

Answer 11

Encourage interdisciplinary approaches to problem-solving. Can be difficult to manage and ineffective for large organizations. Both vertical and horizontal chains of command may form with fewer formal rules which can cause confusion

Question 12

Strategic Planning

Answer 12

Used to guide an organization in determining its future.
Sets goals, objectives and policies to reach the objectives.
Short term: 5 or fewer years

Question 13

Results Oriented Management and Accountability (ROMA)

Answer 13

Launched in 1993- Management practice that incorporates the use of outcomes or results into the administration, management and operation of community action agencies.

Question 14

Benchmarks

Answer 14

performance data for comparative purposes

Question 15

Impacts

Answer 15

Direct or indirect effects or consequences of achieving program goals

Question 16

Outcome indicators

Answer 16

observable, measurable characteristics or changes that represent achievement of an outcome.

Question 17

Inputs

Answer 17

resources a program uses to achieve program objectives