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Redemption ARC > Trends PART 5 > Flashcards

Trends PART 5 Flashcards

1
Q

is concerned with the true, essential or philosophical
nature of the concept.

A

real definition

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2
Q

is concerned with what has been agreed upon by
society, a particular community or by a researcher that helps to imagine and
describe what the concept is.

A

The nominal definition

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3
Q

specifies the indicators of the concept to enable
its measurement directly or indirectly.

A

The operational definition

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4
Q

WHat are the 2 words derived from democracy? What do they mean

A

DEMOS (Common people) and KRATOS (Rule)

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5
Q

Where did the word demos and kratos comefrom

A

Greece

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6
Q

democracy has to be preceded by national feeling or a feeling of national unity for
―The people cannot decide until somebody decides who are the people.

A

(Rustow, 1970,)

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7
Q

may therefore be conceived of as a mixture of some essence of
democracy and some measure of dictatorship.

A

Democratic practice

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8
Q

drawn attention to the fact that, despite partisan political
competition and claims of existence of democracy, it is the organized few that rule the
majority comprising the unorganized masses.

A

Classical elite theorists and modern elite theorists

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9
Q

is invariably a convenient product comprising some ingredients of
both dictatorship and the essence of democracy

A

Democratic practice

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10
Q

are skeptical about the knowledge, rationality, good
faith, and capacity of ordinary citizens to think about and take responsible
action on complex community issues.

A

Many government officials

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11
Q

, in turn, are often skeptical about local government‘

s public

participation processes. As well as similarly skeptical about their own ability to
work productively with others to overcome differences and take meaningful
action.

A

Citizens

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12
Q

is often present where local governments offer only limited opportunities for
civic engagement.

A

‘Civic disconnect’

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13
Q

require a more comprehensive approach to ensure the community is part of
a process to create workable and sustainable action strategies.

A

Complicated issues

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14
Q

is even more important when a community is faced with a wicked problem—a messy,
real-life situation.

A

Collaboration with community
members

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15
Q

are not solved in the conventional sense, only made better or worse by a
decision or action. Wicked problems are rarely addressed successfully through sole reliance on
professional expertise.

A

Wicked problems

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16
Q

are more likely to succeed with problem-solving strategies centered on active citizen

engagement, collaboration, and deliberative processes.

A

Community efforts

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17
Q

routinely name issues and frame options for their elected officials.
These process strategies inform local decision making and are leadership competencies with which
managers are generally comfortable

A

Local government managers

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18
Q

can be the source of innovative and context-specific solutions for addressing
difficult and perplexing wicked issues.

A

Community members

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19
Q

__________________________ such as the Kettering Practices can do
much to enhance local efforts to solve public problems and provide effective democratic governance.

A

Effective use of relational and citizen-centric strategies

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20
Q

is a nonpartisan
research foundation focused on what people can do collectively to
address problems affecting their lives and communities and make
democracy work as it should.

A

Kettering Foundation

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21
Q

When was Kettering Foundation found?

A

1972

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22
Q

has identified six core
democratic practices critical for citizens to address shared
problems.

A

the Kettering Foundation

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23
Q

What was the kettering foundation drawn from?

A

David Mathews in The Ecology of
Democracy,

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24
Q

6 Core Democratic Practices

A

Identify or name the issues facing citizens in their own terms; that is, in terms of what
is meaningful and valuable to them.

  1. Frame issues so that a range of actions are considered and the potential, required
    trade-offs are evident.
  2. Make decisions deliberatively and weigh the trade-offs among choices, to minimize
    hasty reactions and move toward sound public judgment.
  3. Identify community resources that are available – even intangible ones like
    enthusiasm and commitment.
  4. Organize community actions to address a public problem in a complementary and
    coordinated fashion.
  5. Encourage constant collective learning to maintain momentum.
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25
Q
  • increased democratic legitimacy for institutions because of close links
    with citizens, improved reputations for public bodies, and greater accountability of public bodies
A

Improved governance

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26
Q
  • including bringing diverse and sometimes hostile communities
    together, bringing

“hard to reach”

and “disadvantaged”

groups into discussions.

A

Greater social cohesion

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27
Q
  • ensuring public service investment is
    based more on people
    ‘
    s expressed needs, reducing management and maintenance costs by

reducing vandalism and misuse as a result of engendering a sense of ownership.

A

Improved quality of services, projects, and programs

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28
Q
  • raising awareness and increasing understanding of
    public institutions and the way they work, building confidence and optimism among citizens who
    then go on to other civic activities or learning
A

Greater capacity building and learning

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29
Q

Benefits of Participation

A

Improved governance
Greater social cohesion
Improved quality of services, projects, and programs
Greater capacity building and learning

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30
Q
  • including staff time (paid and unpaid), staff expenses, external
    staff, fees to participants, participants
    ‘
    expenses, training for staff and participants,

administration, venue hire, other event costs (e.g. refreshments, equipment),
newsletters, leaflets, monitoring and evaluation fees.

A

Monetary costs

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31
Q
  • including time contributed by participants, and skills needed for
    the new approach (taking time from other work)
A

Non-monetary costs

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32
Q
  • including risks to reputation (from bad participatory practice), stress,
    uncertainty and conflict.
A

Risks

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33
Q

Costs of public participation

A

Monetary costs -
Non-monetary costs -
Risks -

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34
Q

is often defined and limited to the right to vote.

A

Participation

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35
Q

demands free and fair elections and also that party candidates compete openly and fairly. A real
choice between viable alternatives needs to exist for the voters.

A

representative democracy

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36
Q
  • citizens are directly responsible for making policy decisions. The
    “
    user of its

services
”
should be in focus for demand driven policy development and implementation.

A

Direct participation

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37
Q

A through conscious voting in elections, mechanisms of
complaint, and organized direct participation by stakeholders in public decision making,.

A

combination of an indirect participation

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38
Q

a system of government in which the power to
govern comes from the people, but elected officials represent their
interests. This system of government allows American citizens to
participate in government in many ways.

A

democratic republic,

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39
Q
  • is a model of democracy in which citizens have the power to make policy
    decisions. Participatory democracy emphasizes the broad participation of people

in politics. Citizens can influence policy decisions, but do not make them.

A

Participatory Democracy

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40
Q
  • is a model of democracy in which no single group dominates politics and
    organized groups compete with each other to influence policy. In a pluralist
    democracy, individuals work through groups formed around common causes.
A

Pluralist Democracy

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41
Q
  • is a model of democracy in which a small number of people, usually those
    who are wealthy or well-educated, influence political decisionmaking. The elite
    democratic model argues that participation in politics should be limited to a
    small group of highly-informed individuals who can make the best decisions for

all citizens.

A

Elite Democracy

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42
Q

Models Of Democracy

A

Participatory Democracy
Pluralist Democracy
Elite Democracy

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43
Q

This focuses on how well the technology delivers your content. It considers factors like interactivity, entertainment value, and catering to different learning styles. Not just the speed of delivering the content matters, but also how effectively it engages students.

A

Content Integration

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44
Q

This involves mastering the technology yourself. It includes researching similar tools, fully understanding the chosen tool’s functionalities, and trying it out yourself before using it with students.

A
  1. Knowledge Construction
45
Q

This ensures all students can use the technology. It considers factors like access to the technology outside school and the time needed to train students effectively. Don’t assume all students have the same tech skills or access.

A
  1. Equity Pedagogy
46
Q

This addresses resistance to change by offering proper training to students, staff, and parents. Everyone involved should be comfortable using the technology before it’s required.

A
  1. Prejudice Reduction
47
Q

This has two aspects. First, it encourages exploring the technology’s broader societal applications and how it prepares students for future tasks. Second, it considers how the technology can be used for social learning and collaboration among students.

A
  1. Empowering Social Culture
48
Q

a set of interrelated components that collect or retrieve, process, store, and distribute information to support decision making and control in an organization. Information systems can also be used to analyze problems, visualize complex subjects, and create new products.

A

Information system

49
Q

is data, or raw facts, shaped into useful form for humans.

A

Information

50
Q

It gathers raw data from both internal and external sources.

A

Input

51
Q

transforms raw data into a meaningful format.

A

Processing

52
Q

delivers the processed information to the relevant users or tasks.

A

Output

53
Q

Processed information is looped back to improve the data gathering stage (input)

A

Feedback

54
Q

What are the information system works in stages to create useful information for an organization

A

Input
Processing
output
Feedback

55
Q

gathers information about an organization and its surroundings, processes it, and delivers useful information to solve problems. It interacts with external factors like customers, suppliers, etc

A

Functions of an information system

56
Q

Understanding IS goes beyond just using the technology. It requires a broader understanding of the system’s role in the organization, its management, and its technical aspects. The field of Management Information Systems (MIS) focuses on achieving this broader understanding.

A

Information Systems Literacy:

57
Q

Makes strategic decisions and oversees financial health.

A

Senior Management

58
Q

Carries out senior management plans.

A

Middle Management

59
Q

Monitors day-to-day activities.

A

Operational Management

60
Q

LEVELS IN A FIRM

A

Senior Management
Middle Management
Operational Management

61
Q

Businesses have core functions like sales & marketing, finance & accounting, etc.
IS serves each level of the hierarchy and supports these business functions.

A

Information System and Business Functions:

62
Q

An organization’s culture reflects its values and work practices.
IS can embody this culture, like a customer service tracking system reflecting a service-oriented culture.

A

Information System and Organizational Culture:

63
Q

IS helps management understand challenges, create new products, manage the company, and even restructure it.

A

Information System and Management:

64
Q

It’s the foundation for a company’s information systems.

A

Information Technology Infrastructure:

65
Q

are internal corporate networks based on internet technology,

A

Intranets

66
Q

extend access to authorized

A

extranets

67
Q

provides a way to access and display information on the internet.

A

The World Wide Web

68
Q

are tools that use information to improve decision-making and business processes.

A

Information systems (IS)

69
Q

Supportive culture, efficient processes, strong IS development team, etc.

A

Organizational assets:

70
Q

: Strong leadership for change, training programs, focus on teamwork, etc.

A

Managerial assets

71
Q

External factors like internet infrastructure, education systems, legal frameworks, etc.

A

Social assets:

72
Q

WHAT ARE THE VARIATION IN RETURNS ON INFORMATION TECHNOLOGY
INVESTMENT

A

Organizational assets
Managerial assets
Social Assets

73
Q

Medical advancements due to technology have improved health outcomes and saved lives.

A

Life saver

74
Q

Technology like computers, mobile phones, and the internet has revolutionized communication, making it faster, easier, and more effective.

A

Communication Made Easy

75
Q

Technological advancements in machinery and processes have significantly boosted production rates across industries.

A

Increased Productivity

76
Q

Technology plays a crucial role in scientific exploration and discovery.

A

Aids in New Discoveries

77
Q

Technology has enhanced security in various ways, from secure banking systems to surveillance cameras.

A

Secured Environment

78
Q

The internet has made information from around the world readily available, fostering global connectivity and knowledge sharing.

A

Global Knowledge Access

79
Q

Technology saves time by enabling tasks to be completed much faster, from communication to financial transactions.

A

Time Saver

80
Q

Technologies like vehicles and smartphones make our lives more convenient and mobile.

A

Ease of Mobility

81
Q

Technological advancements often lead to cost reductions by making products and services more efficient to produce or deliver.

A

Cost-Efficient

82
Q

Technology plays a central role in modern entertainment and allows for easy data storage through devices and Tcloud storage.

A

Entertainment and Data Storage

82
Q

What are the ADVANTAGES, USES, AND MERITS OF TECHNOLOGY

A

Life saver
Communication Made Easy
Increased Productivity
Aids in New Discoveries
Secured Environment
Global Knowledge Access
Time Saver
Ease of Mobility
Cost-Efficient
Entertainment and Data Storage

83
Q

in a relationship can take many forms. It might be your voice in my ear or a simple pat on the back from a loved one just when you need it the most.

A

A connection, or point of contact,

84
Q

One way you might think about the difference between a connection and a relationship is to picture it like network mappers do. In a typical network graph you‘ll see lots of dots (or ―nodes‖), and these dots will be connected to
each other by lots of lines.

A

Secret Handshake

85
Q

The lines represent the relationships between the
dots, that is to say, the relationship between the things or people in the network.

A

Secret Handshake

86
Q

The line connecting person “A”and person “B”. That line is their relationship.

A

Traditional View of a Relationship

87
Q

The red square in the middle is the point of contact, the connection
between person “A” and person “B”

A

Relationship with the connection exposed

88
Q

includes a group of people who cooperate with each other. This implies people working closely together and with some crossover or connection in their purpose.

A

A network

89
Q

is about recognizing and taking advantage of valuable relationships to get things done and to achieve a goal.

A

The importance of networking

90
Q

Through the process of
___________ in issues in the workplace
relationships and networks are established between people and workers in the organisation.

A

participation

91
Q

Workers network to:

A

-Achieve outcomes
-Establish credibility with relevant service providers
-Advocate about issues
-Maintaining contact with other professionals
-Debrief about issues
-Provide information about your own service and organisation
-Establish new contacts who you may work with in the future
-Have access to information about what other organisations are doing
-Work collaboratively to better meet the needs of clients
-Learn about the role, services and resources of other organisations
-Support joint programs or activities
-Provide information for policy development.

92
Q

involve structured meetings or processes.

A

Formal networks

93
Q

These networks may be internal or external networks.

A

Informal networks

94
Q

They are the relationships you develop and build up over time with and colleagues.

A

Informal networks

95
Q

These networks carry lots of information in the form of facts, gossip and rumor about issues affecting your work such as government policy initiatives, local developments or changes in services.

A

Informal networks

96
Q

When you are a part of a network, it is vital to keep in mind that you are a representative of your organization. Your behavior should be professional, and you should ensure that the information you share and the message you communicate are appropriate and unambiguous. Since you are the face of your organization, the impression you create is of utmost importance.

A

Professionalism

97
Q

It is crucial in the networking process to have problem-solving skills that enable us to correctly identify issues. This ability allows us to be of assistance to our colleagues or work team. Therefore, the first step is to determine precisely what the problem is.

A

Identify the problem

98
Q

To correctly understand and describe a problem, it is important to gather data or information about it. However, it is important to only collect data that is relevant to the issue, otherwise it may seem like you are prying. Basic information such as the person’s name (if they are willing to share it) and their location will need to be collected.

A

Collect data

99
Q

When you communicate with your colleagues, they may have several concerns depending on the complexity of the situation. However, it is important to assist them in identifying their top priority. You can do this by providing a starting point for the discussion.

A

Assess the data for relevance or importance

100
Q

The next stage after collecting information and examining requirements is to determine feasible options and identify the most suitable one, which requires familiarity with available community services and research abilities. Various techniques for discovering available resources will be covered in this subject.

A

Identify and assess potential solutions

101
Q

It’s always a good idea to ask for more information or clarification if needed. This can help avoid misunderstandings and ensure that everyone is on the same page. Additionally, gathering more details can lead to more creative and effective solutions.

A

Identify additional information required

102
Q

When presenting your team’s suggestions to management, it’s important to keep in mind their preferences and communication style. Make sure to prepare a concise and clear presentation that highlights the main points and benefits of each suggestion.

A

Sharing the information

103
Q

is an important skill in order to network effectively because it will minimize the potential mistakes that we might make while networking with others, thus making it easier to build relationships through networking

A

Gathering information

104
Q

The ability to write an effective letter is essential for creating connections and initiating business relationships. To make a good impression, it is important to include only relevant information that directly serves the purpose of the letter.

A

Writing Letters

105
Q

Skills to network effectively

A

Skills to network effectively
Collect data
Assess the data for relevance or importance
Identify and assess potential solutions
Identify additional information required
Sharing the information
Gathering information
Writing Letters

106
Q

share some common characteristics. Both networks involve individuals who impact each other as members of a group. While humans form social networks, neurons form neural networks.

A

Neural and social networks

107
Q

In network models, connections between sites indicate how those sites influence each other. Such networks evolve and change over time based on the actions or decisions of their components. The system can be simplified to its basic variables, including sites, connections between them, and the rules they follow over time. Each site is connected to its neighbors through a single connection, and its level of activation is indicated by its states.

A

Grand Network Model

108
Q

Many network structures are dynamic and change over time. Several existing models of network growth take into account the addition or removal of nodes and edges, as well as the preferential attachment or removal of those. However, as social and neural populations often have individuals who can directly influence others without being influenced back, one-way connections should be added to the regular lattice.

A

Network Growth Model

Redemption ARC (6 decks)

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