Leadership and Strategy Flashcards
Balanced scorecard
A long-term strategy implementation tool developed by Kaplan and Norton that guides staff by providing measurable goals and feedback. It balances short- versus long-term goals and objective versus subjective measures. It combines different perspectives—people, customers, processes, finance—to provide a more holistic analysis.
Benchmarking
A method of comparing performance of commodities or services against comparable practices across an organization or with other organizations or industries.
Brainstorming
An activity in which a group is assembled for creative idea generation to solve a problem or devise a strategy.
Bubble diagram
An adjacency diagram that illustrates primary and secondary adjacencies between major work groups or departments.
Campus plan or Facility Master Plan
A detailed long- or mid-term set of specifications and schedule for implementing elements of a strategic facility plan. Often contain scenarios, which are various site-specific options or recommendations proposed to enable businessdriven decision-making.
Chain of command
The number of reporting authority levels between a given job position and the top authority level in the sequence. It also defines the order in which authority may devolve to other specific individuals in the leader’s absence.
Change management
A process that involves defining, refining, and implementing plans for changes. It emphasizes overcoming stakeholder and bureaucratic resistance through coordinated communications and stakeholder involvement. After a change is enacted, this process entails assessing the impact of changes and providing long-term maintenance.
Continual improvement
A philosophy that emphasizes empowering all team members to seek root causes of problems and recommend small incremental improvements in quality, efficiency, and effectiveness wherever and whenever they are found.
Controlling
The use of position power to provide a directing or restraining influence over people and inputs, processes, or outputs by observing, measuring, or verifying them through evidence or experiment.
Corporate social responsibility (CSR) policy
A form of organizational self-regulation that integrates the interests of the community and environment into the organization’s business model and extends its bottom line beyond a sole interest in profits. Organizational policy mirrors the business model so that staff and contractors hold themselves accountable for compliance. Also known as corporate citizenship policy.
Customer relationship management
A business technique that puts the customer first.
Delegation
A management decision to give employees/contractors full responsibility for planning and execution of a task.
Empowerment
A management decision to give employees/contractors a limited amount of “decision rights” or authority to make decisions and take actions within their areas of expertise without needing prior approval.
Ethics
A system of moral principles and values that establish appropriate conduct.
Extrinsic rewards
Benefits given out by managers or other sources based on degree of success or general positive qualities.
Facilities audit
Thorough, periodic reviews that encompass all of the services and assets within a facility. They follow a systematic process of inspecting and reporting on conditions and functional performance levels of existing facilities and FM service programs.
Facilities register
A comprehensive list of the organization’s facility assets including buildings, grounds, infrastructure, equipment, and furniture. Also known as facilities portfolio, asset list, or asset inventory.
Facility management (FM)
The practice of coordinating the physical workplace with the people and work of the organization. The FM integrates the principles of business administration, architecture, and the behavioral and engineering sciences.
Facility master plan
A detailed long- or mid-term set of specifications and schedule for implementing elements of a strategic facility plan. Often contain scenarios, which are various site-specific options or recommendations proposed to enable businessdriven decision-making.
Feasibility study
Study of a planned scheme or development, the practicality of its achievement, and its projected financial outcome.|
Feedback
The verbal or nonverbal reply or reaction to the message.
Functional/structural model
A traditional hierarchical organizational structure model that contains specialized functions and uses line management to produce a vertical chain of command for each function.
Functions
The particular job positions, activities and roles that an organization performs. In emergency preparedness, this terms identifies the roles included in the Incident Command System (ICS): command, operations, planning, logistics and finance/ administration, and intelligence.
Influence
The ability to affect the actions, opinions, and decisions of others indirectly, rather than through the direct use of position power. Sources of influence include expertise, shared experience, affiliation, status, interpersonal skills, and access to information or limited resources.
Inspiration
To enliven the thoughts, emotions, hopes, and actions of others so that they become motivated and enthusiastic to accomplish the goals set by the leader.
Intrinsic rewards
Inherent benefits of performing a job role or task successfully and do not require intervention by the manager or another source.
Job enlargement
A job-design approach that includes the horizontal loading of additional tasks, meaning that added tasks are similar in responsibility and effort.
