Leadership, Management, and Administration Flashcards
Zero-Based Budgeting
Budgeting starts from a “zero base”, and every function within the organization is analyzed for its needs and costs.
Budget method using decision packages that can be independently decided upon for funding purposes.
Planning Programming Budget System (PPBS)
System linking budgeting and planning so that the budget reflects objectives, strategies, and plans.
Performance Budgeting
Ties budget to performance objectives.
Capital Improvement Program (CIP)
Planning and budgeting technique that includes operating costs and long-term maintenance costs.
A five- to seven-year plan for planning and funding public infrastructure. CIPs include the construction of new facilities and the rehabilitation or replacement of existing capital facilities. A key element of a CIP is the link between growth in a community and timing of capital investments– also known as concurrency.
Flat Organization
Organizational style that places more responsibility among individual employees, resulting in greater communication among people in the organization.
Management by Objectives (MBO)
A process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what the objectives are.
Popularized by Peter Drucker in 1954 book “The Practice of Management”
Strengths Weaknesses Opportunities Threats (SWOT Analysis)
Method for identifying internal strengths and weaknesses and external opportunities and threats that shape current and future operations and helps develop strategic goals.
Critical part of the strategic planning process.
Linear Programming
Used to find the optimum design solution on a project.
Satisficing
Herbert Simon
Decision-making strategy that aims for a satisfactory results, rather than an optimal solution.
Types of budgeting
Zero-based: all expenses must be justified and approved each year (start at 0 and ask for what you need.)
Baseline: assumes budget starts at the same value as previous years and account for Cost of Living adjustment.
Political: popular projects are more likely to receive funding than unpopular projects.
Organizational form
Horizontal/Flat: high employee responsibility with better communication and streamlined decision-making processes (less reporting up); but employees may lack direction and have less opportunity to become specialists. May lead to power struggles.
Vertical/Hierarchical: Clear leadership and advancement opportunities with room for workers to develop specialties; may lead to poor communication and slower response times (bureaucracy)– plus it’s expensive (have to pay higher-ups higher wages).
Matrix: Allows for an inter-disciplinary approach to problem solving; but may be difficult to manage due to the dual lines of authority.
Critical Path Method (CPM)
Project analysis tool that generates a “critical path” through project tasks. Critical Path Method is a project planning tool that works well when there are multiple activities and in which some of the activities cannot start until others are complete. Each project has a known amount of time to complete and cannot be completed before the previous task.
Longest pathway = critical path
Program Evaluation and Review Technique (PERT)
Project management technique
Decision-making tool designed to achieve objectives in which time is a critical factor. Most useful when time expectations are significant.
Scheduling method that graphically illustrated the interrelationship of projects when precise time estimates are not available.
Good for large projects
Steps:
1. Identify task and milestones
2. Determine sequence
3. Update with project milestones (track progress)
Linear Programming
Project management technique
A system that takes a set of decision variables, with constraints, and generates an OPTIMUM DESIGN SOLUTION.
Goals Achievement Matrix
Project management technique
Comprehensive evaluation tool that shows the anticipated attainment of a project’s goals and the assignment of accomplishing a goal to a group.
Evaluation criteria are based on stakeholder groups that may benefit or bare cost of a project.
The Goals-Achievement Matrix can be used in plan evaluation to aid in seeing where implementation has been achieved and where revisions may be necessary
