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CEFP > General Administration and Management > Flashcards

General Administration and Management Flashcards

1
Q

A process that helps an organization make decisions on how to achieve its strategy, including allocating its resources — financial, capital, and people resources.

A

Strategic Planning

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2
Q

A process that responds to strategy and new initiatives and also assesses the condition of existing facilities, analyzes current and future space needs, and develops land use and infrastructure future plans.

A

Facilities Planning

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3
Q

The consideration of various options that address the value of services and their impact on the organization, its people, and its resources.

A

Decision Making Analysis

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4
Q

Planning and acquisition activities related to the planning, design and construction of the facilities; the maintenance and operation of facilities; and the assignment and utilization of facilities (i.e. space management).

A

Triad Organization

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5
Q

Determines how an institution facilitates or impedes human interaction, how roles and responsibilities are determined, how information and new ideas are shared, and most importantly, how well the organizational structure supports and aligns with the organizational purpose and strategy.

A

Organizational Design

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6
Q

Provides a starting point and a decision-making framework for organizational design to help leaders think about the interactions of strategy, structure, processes, rewards, and people.

A

STAR Model

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7
Q

Specifies the goals and objectives to be achieved as well as the values and missions to be pursued; the products or services to be provided, the markets to be served, and the value to be offered to the customer.

A

Organizational Strategy

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8
Q

Used to improve an existing business process.

A

Define, Measure, Analyze, Improve and Control (DMAIC)

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9
Q

Contains a series of bars whose heights reflect the frequency or impact of process problems. Derived from the Pareto Principle which states that 80 percent of the troubles are caused by 20 percent of the problems.

A

Pareto Chart

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10
Q

A business management tool that seeks to identify and remove the causes of defects and errors in system processes.

A

Six Sigma

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11
Q

Used to create new products or process designs

A

Define, Measure, Analyze, Design and Verify (DMADV)

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12
Q

Translates vision and strategy into objectives and measures across four balanced perspectives: financial, customers, internal business process, and learning and growth.

A

Balanced Scorecard (BCS)

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13
Q

process referred to as Plan, Do, Check, Act (PDCA). Modeled after the scientific method (hypothesis, experiment, and evaluation).

A

Deming Cycle

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14
Q

An effective method of reducing a number of ideas to the most important or popular. This is accomplished through a series of votes; each cutting the list in half.

A

Multivoting/Pareto Voting

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15
Q

A process in which organizations evaluate various aspects of their processes in relation to best practices.

A

Benchmarking

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16
Q

An annual collection and reporting of data (key performance indicators or KPIs), creating a baseline for performance evaluation across educational facilities.

A

Facilities Performance Indicators (FPI)

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17
Q

Criteria designed to help facility management organizations use a comprehensive and integrated approach to organizational performance management, while providing a profile of strengths and opportunities for improvement.

A

Facilities Management Evaluation Program (FMEP)

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18
Q

A Japanese philosophy that focuses on continuous improvement throughout all aspects of life and aims to eliminate waste from processes.

A

Kaizen

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19
Q

A process for developing the optimal way of producing goods or services through the removal of waste and implementing flow and value stream mapping.

A

Lean

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20
Q

A set of guidelines and/or rules for the conduct of individual behavior in an organization or civil society. Intended to guide policies, practices, and decision making for employees on behalf of the organization.

A

Ethical Code of Conduct

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21
Q

A statement describing why an organization exists; it must be unique, differentiating itself from the role and purpose of other organizations in the institution as well as be identifiable and measurable.

A

Mission

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22
Q

A statement describing what an organization aspires to achieve in the fulfillment of its mission. Must be identifiable and measurable.

A

Vision

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23
Q

An analysis of strengths and weaknesses and an accurate appraisal of the external environment of opportunities and threats.

A

Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis

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24
Q

Beliefs we have regarding how we should treat people and how we expect to be treated. They in turn establish the motives behind any communication or action.

A

Values

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25
Q

Programs tend to be structured, often with a fixed time period, and are designed to meet certain needs.

A

Formal Mentoring/Coaching

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26
Q

Occurs when employees seek or accept advice from individuals they admire in or outside the organization.

A

Informal Mentoring/Coaching

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27
Q

The difference between an employee’s ideal performance and actual performance.

A

Performance Gap

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28
Q

An analysis that determines what types of staff development activities are recommended to enable the employee to do the job (or do the job better).

A

Individual Needs Analysis

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29
Q

Employees at all levels are encouraged to contribute ideas toward identifying and setting organizational goals, problem solving, and other decisions that may directly affect them.

A

Participative Management

30
Q

A three-phase (inform, input, decide) tool used to help individuals understand and communicate their roles in the decision making process.

A

Involvement Continuum

31
Q

The behavior of humans within an organization and the meaning that people attach to those behaviors. Includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits.

A

Organizational Culture

32
Q

Improving the overall organization and its products and services within the context of the organization’s culture.

A

Improvement Cycle

33
Q

Teams who keep the existing organizational structure almost intact.

A

Organizational Teams

34
Q

Teams who cross organizational boundaries to involve a diverse combination of individuals who then address a specific problem or issue.

A

Specialty Teams

35
Q

Transactions are recorded only when cash comes into or goes out of the organization.

A

Cash-Basis Accounting

36
Q

Revenues are recorded when they are earned and expenses are recorded when they are incurred, no matter when the related cash may be paid in or out.

A

Accrual-Basis Accounting

37
Q

Funding provided usually at the beginning of the fiscal year to an entity in the form of a specified dollar value.

A

Mission Funding

38
Q

A listing of the accounts used by an institution to define each class of items for which money or the equivalent is spent or received.

A

Chart of Accounts

39
Q

An entry in the right hand column of an account that increases liability, income, and equity accounts and decreases asset and expense accounts.

A

Credits

40
Q

An entry in the left hand column of an account that increases asset and expense accounts and decreases liability, income, and equity accounts.

A

Debits

41
Q

Something an organization owns that can provide future economic benefits, such as cash, inventory, accounts receivable, land, buildings, equipment, etc.

A

Assets

42
Q

Obligations – either money that must be paid or services that must be performed.

A

Liabilities

43
Q

The amount of total assets minus total liabilities. Classified differently depending on whether the institution is publicly or privately funded. Formerly known as fund accounting.

A

Net Asset Classifications

44
Q

Identification and analysis of potential loss and liability in key processes, such as accounts receivable, accounts payable, payroll, procurement, and technology changes.

A

Risk Assessment

45
Q

Sets the tone of the organization, influencing the consciousness of everyone and providing discipline and structure (i.e., such as having a code of conduct, code of ethics, and conflict of interest statements for the organization).

A

Control Environment

46
Q

A method of identifying and evaluating activities that a business performs using activity-based costing to carry out a value chain analysis or a re-engineering initiative to improve strategic and operational decisions in an organization.

A

Activity Based Management (ABM)

47
Q

An accumulation of the future contribution of the project profit to the organization, minus the initial capital outlay.

A

Net Present Value (NPV)

48
Q

The planning and investment for a fixed asset when the expenditure and expected return extend beyond one year.

A

Capital Budgeting

49
Q

The number of years over which the initial capital outlay will be recovered.

A

Payback Method

50
Q

Financing for temporary investments. Sources include the cost of credit, availability of credit, and the influence of a particular credit on the availability and cost of other sources.

A

Short-term Debt Financing

51
Q

Compares specific internally stipulated objectives against those of other similar institutions.

A

Comparative Analysis

52
Q

Financing for permanent assets. Sources include bond financing primarily.

A

Long-term Debt Financing

53
Q

Seeks to establish standards other than budgets against which to measure and compare actual performance. These standards are frequently non-monetary and are intended to complement, not replace, budgets.

A

Performance Analysis

54
Q

Trending ratios of key financial indicators over time to determine their stability or instability over time.

A

Ratio Analysis

55
Q

Measuring deviation (variance) from a standard. The standard can be historical data, comparable data from another university, or any other predetermined yardstick.

A

Variance Analysis

56
Q

Attention is focused on the relatively small number of items for which actual performance is significantly different from the standard.

A

Exception Analysis

57
Q

Variability of outcome owing to causes that simultaneously affect the general market, such as economic, political, or social changes, international conflicts, and securities markets.

A

Systemic Risk

58
Q

Variability of outcome unique to an organization, such as labor strikes, management errors, new inventions, advertising campaigns, shifts in consumer tastes, and new government regulations.

A

Unsystemic Risk

59
Q

A discount rate on a project is calculated using a Net Present Value (NPV) of zero. If the calculated discount rate is equal to or greater than the institution’s discount rate, the project is accepted; otherwise, it is rejected.

A

Internal Rate of Return (IRR)

60
Q

A self-supporting entity that exists to furnish goods or services primarily to students, faculty, or staff, and that charges a fee directly related to, although not necessarily equal to, the cost of the goods or services.

A

Auxiliary Services

61
Q

Comparison of actual costs to budget is generally superior to comparisons against past performance. When properly prepared, budgets represent the plan, stated in monetary terms, which has been formulated to meet the objectives of the organization.

A

Actual vs. Budget Comparison

62
Q

If conditions are generally the same over the same time period and the account breakdown is sufficiently detailed, this can be an effective control method.

A

Present vs. Past Budget Comparison

63
Q

Committees decide most major and many minor issues. When a decision is reached by the group, there is total commitment to it by all members.

A

Consensus Management

64
Q

Understanding how changing external factors will affect the financial health of the institution by ideally projecting factors for a period of five years or more with a reasonable degree of accuracy.

A

Financial Forecasting

65
Q

An analysis to determine the point at which revenue received equals the costs associated with receiving the revenue. Calculates what is known as a margin of safety as well as the amount that revenues exceed the break-even point.

A

Break-Even Analysis

66
Q

Determining the order quantity that minimizes total inventory holding costs and ordering costs.

A

Economic Order Quantity (EOQ)

67
Q

Things the organization does especially well in comparison to its peers or competitors.

A

Core Competencies

68
Q

A risk, by its very nature, always has a negative impact. However, the size of the impact varies in terms of cost and impact on health, human life, or some other critical factor.

A

Risk Impact

69
Q

Incorporates employee job competencies as outlined in the job description. This tool provides the supervisor with a snapshot of the current skills status in the department and therefore shows where development needs exist.

A

Skills Matrix

70
Q

Continual learning for improvement and continually striving to do better, to gain an edge, and to instill best practices in an organization.

A

Learning Organization

71
Q

A risk is an event that “may” occur. The probability of it occurring can range anywhere from just above 0 percent to just below 100 percent.

A

Probability

CEFP (8 decks)

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