Affective Objectives are associated with the emotions, feelings, and values of the learner.
Autocratic Management is an organizational structure in which information flows "from the top down" and each person is told what to do. Managers are bosses in the traditional sense of the term.
Accountability The ability to show that one has done what he said he would do.
Alternate plan A secondary strategy to achieve the objective.
Anecdotal data gathered from the impressions and subjective reports of relevant people.
Appraisal Evaluation, both internal and external. This step is helpful and necessary in setting new goals and objectives.
Autocrat a manager who is using a high task orientation and a low relationships orientation in a situation where such behavior is inappropriate and who is, therefore, less effective; perceived as having no confidence in others, as unpleasant, and is interested only in the immediate task.
Baseline data collected at the start of a program or treatment which furnishes a point of comparison for assessing results at a later time.
Basic style the way in which a manager behaves as measured by the amount of task orientation and relationships orientation he/she uses. The four basic styles are integrated, dedicated, related, and separated.
Benchmarks objectives which are reviewed periodically to measure progress toward the larger goal. These could be considered approximations of the larger goal.
Benevolent autocrat a manager who is using a high task orientation and a low relationship orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as knowing what he/she wants and how to get it without creating resentment.
Bureaucrat a manager who is using a low task orientation and a low relationships orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as being primarily interested in rules and procedures for his/her own sake, as wanting to control the situation by his/her use, and as conscientious.
Behavioral Objectives specify learning outcomes in precise, measurable terms.
Cognitive Objectives place primary emphasis on the mental or intellectual processes of the learner. There are six levels of cognitive objectives: knowledge, comprehension, application, analysis,-thesis, and evaluation.
Climate the distinctive atmosphere of every organization; a dominant mood that prevails. The climate is naturally affected by how staff members relate to each other; by what people feel they can (and cannot) do or say.
Co-worker a person with whom a manager works who is neither his/her superior nor subordinate.
Compromiser a manager who is using a high task orientation and a high relationships orientation in a situation that requires a high orientation to only one or neither and who is, therefore, less effective; perceived as being a poor decision maker, as one who allows various pressures in the situation to influence him/her too much, and as avoiding or minimizing immediate pressures and problems rather than maximizing long-term production.
Concept a statement of how a plan will be achieved; a strategy.
Constraint anything that will make it impossible to accomplish a performance requirement. Only if there are no possible methods and means for achieving a performance requirement is a constraint evident.
Continuous loop process a process that is self-correcting based on its performance or nonperformance. (in general system theory, this is frequently analogous to an "open system.")
Control group a group which does not get the experimental treatment. It should be equivalent to the experimental group (which gets the treatment). The control group enables the effect of the treatment to be separated from incidental effects of time, maturation, etc.
Controls checks that alert management to potential failure. Budgets, reports, time deadlines, standards of performance, feedback and personal observation are controls and should be built into original plans.
Cost benefit analysis an analysis relating costs of a program (or an outcome) with the benefits to be accrued from the successful achievement of the outcomes. In its simplest form, cost benefit analysis asks the two simultaneous questions of "what do I give?" And "what do I get?" There are tools for determining actual or predicted cost benefit, including the tools of "planning programming budgeting system (ppbs)," and systems analysis .
Criterion referenced item a test or evaluation item referring to a specific behavior or performance, ideally derived from a needs assessment and system analysis. It provides a realistic alternative to "norm referenced" test items.
Decision making a course of action whereby one makes a choice between two or more alternatives.
Developmental Objectives help an individual attempt new methods and develop new systems, ideas, and improvements.
Democratic Management calls for rule by the majority; if fifty-one percent of the people vote one way, their voice prevails.
Dedicated style a basic style with more than average task orientation and less than average relationships orientation.
Deserter a manager who is using a low task orientation and a low relationships orientation in a situation where such behavior is inappropriate and who is, therefore, less effective; perceived as uninvolved and passive or negative.
Developer a manager who is using a low task orientation and a low relationships orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as having implicit trust in people and as being primarily concerned with developing them as individuals.
Direct services those services given in face to face contact with clients, i.e.., Counseling, teaching a class.
Dominant elements those elements in a particular situation which make the strongest demands on a manager's basic style.
Driving forces those which "push" in a particular direction. They tend to initiate change and keep it going.
Educational system planning the identification of all requirements for meeting identified, documented needs. It includes the use of the tools associated with needs assessment and system analysis. When it is completed all the requirements and an identification of possible solution alternatives for designing, implementing, and achieving a responsive and successful educational system are present.
Essential elements of information (eei) the external information, phrased in question form and used in conducting planning.
Effectiveness the ability of an organization to achieve its objectives with the minimum cost.
Element strength the relative strength of a dominant element in a particular situation expressed on a scale of one to ten.
Ethics the study of conduct between individuals.
Evaluation a judgment or decision as to the degree to which a program, service, or project has achieved its objectives at any given time, or of the degree to which it is congruent with the overall goals or values from which it ensues.
Evaluation of relevance obtaining feedback on the extent to which a project meets needs.
Execution the "doing" step; the fourth step of the management process.
Executive a manager who is using a high task orientation and a high relationships orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as a good motivating force and a manager who sets high standards, treats everyone somewhat differently, and prefers team management.
External strategies involves actions taken by an organization's staff in conjunction with or to influence outside groups, individuals, agencies, institutions, who are part of the force field and have an impact on whether or not the organization reaches its goals.
Feasibility capability of being carried out or completed successfully with predicted success significantly greater than chance.
Feedback the process of transferring output back into input. It is the process in which the factors that produce a result are themselves modified, corrected or strengthened by that result.
Force field the "life space" of a project. This includes the physical, social and psychological forces which the actors (staff, clients, etc.) Perceive as affecting the organization or institution.
Formal organization a group of offices and roles exemplified in the table of reorganization and established for a specific goal or purpose.
Formative evaluation the determination of "in process" or ongoing activities and results, including a determination of the extent to which processes and procedures are working or have worked in meeting overall objectives and requirements. It also supplies criteria for "in process changes " in an operating system.
Function analysis the analysis of each of the elements (functions) in the mission profile which shows what is to be done to complete each function. Function analysis is like a miniature mission analysis; that is, specific to a smaller part of the overall problem. Like the mission analysis, it includes performance requirements (specifications for the successful accomplishment of each function in the mission profile). Function analysis, however, depicts the sub junctions in the order and relationship necessary to successfully accomplish each function.
Function flow block diagram the diagrammatic representation of functions that show the order and relations among functions. The order is shown by the numbers and the solid lines.
Function one of a group of related outcomes (or products or sub products) contributing to a larger outcome (or product).
Goal attainment scaling a measure of treatment outcome based on the degree to which predetermined treatment goals have been achieved.
Goal(s) something that an organization is trying to accomplish. They express broad and general aims.
Grapevine the informal communication network of an organization, known for its ability to cut across all levels of a structure and for its speed.
Humanistic Organizational Management is an organizational
structure which views a community as all those individuals
having a vital interest in the educational system and
considers the educational manager an effective human
being whose primary function is to facilitate the educational
process.
Humanistic management system a collection of values
based on the belief that the individual seeks to become
more of a human being.
Indirect services which affect clients indirectly, such as consultation to teachers, research, education through mass media.
Influence the ability to cause things to happen indirectly, through persuasion or coalition with others.
Informal feedback data about the results of staff actions which are picked up casually and in daily interactions, including impressions and communications.
Informal organization the clustering of individuals into spontaneous groups by choice rather than by assignment in the organization.
Integrated style a basic style which combines more than average task orientation and more than average relationships orientation.
Integration of feedback integration refers to the change in an organization as a result of the feedback inquiry into its behavior or direction.
Internal strategies have to do with activities within the organization.
Leader a person seen by others as being primarily responsible for achieving group objectives.
Leader effectiveness the extent to which the leader influences his/her followers to achieve group objectives.
Leadership a process in which an individual takes initiative to assist a group to move toward production goals that are acceptable.
Management the coordination of all resources through the process of planning, organizing, leading, and controlling in order to attain stated objectives.
Management by objectives the setting of objectives, the utilization of these objectives in the management process, and the measurement of both individual and organizational performance.
Management of conflict the idea that conflict is a valuable source of untapped human energy and can be utilized to improve the atmosphere for growth of adults in an organization.
Management a process for meeting needs.
Manager a person occupying a position in a formal organization who is responsible for the work of at least one other person and who has formal authority over that person.
Managerial effectiveness the extent to which a manager achieves the output requirements of his/her position.
Maintenance Objectives help an individual meet his regular, ongoing, recurring jute activities.
Managerial skills three skills required for managerial effectiveness; situation management, situation sensitivity, and style flexibility.
Managerial style an assessment of the appropriateness and, therefore, the effectiveness of a particular basic style in a situation.
Methods means analysis the determination of possible methods and means (strategies and tools) for accomplishing each performance requirement and a listing of the relative advantages and disadvantages of each.
Mission analysis a set of four related tools used for
analyzing the requirements of a system that would,
if satisfied, meet the identified need. The analysis
identifies requirements (or specifications) for meeting
the needs and the interrelations among the requirements;
it also identifies potentially useful methods and means
for meeting each requirement. The four related tools
of system analysis are mission analysis, function
analysis, task analysis, and methods means analysis.
These tools are used to define the requirements (and
thus define the problem) in increasing levels of detail
and refinement.
Mission profile the process for identifying, for the
problem selected, the elements of (1) where are we
going? (2) what criteria will we use to let us know
when we have arrived? And (3) a management plan to
show what functions must be performed to get us from
where we are to where we are to be. This management
plan is usually depicted in the form of a flow chart
called a mission profile.
Mission objective an objective that measurably states the specifications for determining when we have successfully reached where we should be. This performance objective has four elements (1) what is to be done to demonstrate completion? (2) by whom is it to be demonstrated? (3) under what conditions is it to be demonstrated? And (4) what criteria will be used to determine if it has been done?
Mission the overall job to be done to meet the identified and documented needs.
Missionary a manager who is using a high relationships orientation and a low task orientation in a situation where such behavior is inappropriate and who, therefore, is less effective; perceived as being primarily interested in harmony.
Need(s) are a deficiency. They suppose a lack of something requisite, desirable, or useful, a condition requiring supply or relief. The needs statement of an organization may include a problem in the community which should be rectified, a deficiency which needs to be filled, or it may state a requirement for continued growth.
Needs assessment methods provide the basis for determining what types of services are required to serve the community most effectively. These methods fall into three broad categories (1) social and health indicator approaches; (2) community survey approaches; (3) non survey techniques.
Objectives(s) are the specific aims of an organization. An objective indicates by when, how much, how well the goal is to be achieved, and how it is to be measured. While a goal may indicate a general direction, objectives provide specific targets. A specific statement of achievement that defines and communicates what will be different, by when and how measured. effectiveness standards which are as specific, as time bounded and as measurable as possible.
Obstacles include the restraining forces which are
keeping the desired action from happening and the driving
forces which are operating to strengthen opposing actions.
That, forces or factors which hold the program back,
impedes its progress or moves it in the direction opposite
of organizational goals.
Objectives Hierarchy is an organization of educational
objectives with the basic beliefs about the aims of
education being at the top or first.
Indicators of Attainment help to increase the precision
and validity of the direct measures within learning
objectives.
Organizational-wide Objectives are the broad qualitative statements of purpose directed toward the ultimate aim of the school system. There are two types, instructional and supportive.
Operational gaming a variation of simulation usually characterized by the assumption of roles by people in a given (hypothetical) context or situation.
Organization a group of people bound together in a formal relationship to achieve organizational goals.
Organizing for action planning an experience in advance, deciding on a strategy, and allocating five resources (manpower, money, material, time and authority), beginning with the target objective to be achieved and plotting backward in order to foresee all possible pitfalls.
Outcome evaluation assessing whether stated goals and objectives are being met.
Parallel functions that can go on simultaneously or in the absence of a required order of accomplishment.
Performance requirement a measurable specification for outcome. There may be two types of performance requirements that tell what the end product will look like or do, and another type that identifies specifications that are "given" relative to the manner in which the product is to be produced.
Personal effectiveness the extent to which a manager achieves his/her own private objectives.
Performance Objectives (for management) state what a person is expected to do, for what he is accountable, and for what he will be evaluated.
Problem Solving Objectives help an individual solve a current management problem.
Participative Management calls for individual responsibility and accountability. The designated leader works closely with all members of his group in encouraging their active participation in the functions of management, but he has the final authority for decision making.
Plan a projection of what is to be accomplished to reach valid and valued goals.
Planning the analysis of relevant information from the present time and the past and an assessment of probable future developments.
Planning cycle the ongoing function of planning in an organization, utilizing all five steps of the management process.
Power the ability to compel things to happen, or to cause them to happen by an order or directive.
Primary source immediately identified resources for the gathering of information in order to answer eei questions.
Prioritize to rank in order of importance.
Problem a documented discrepancy selected for resolution.
Procedural evaluation keeping track of how accurately, efficiently and effectively a project's strategies are being implemented.
Procedural feedback involves analysis of the efficiency and effectiveness of strategies.
Process the application of the ways and means for achieving any result or outcome.
Program an integrated activity or set of activities, including the combination of personnel, equipment, facilities, finances, etc., Which together constitute an identifiable means to accomplish some general goal or set of goals. A set of related organizations, resources, and/or activities directed to the accomplishment of a defined set of goals. A program may encompass a number of projects.
Program development a cyclical system of program planning and assessment. It describes sequential steps which can be applied to a variety of programs (particularly those in human services) to improve their efficiency, effectiveness and relevance. The key to this process is self study.
Program evaluation review technique (pert) one of several network based tools for planning the implementation of an educational system. These tools, including cpm (critical path method), are timelines, sequential graphic representations of milestones or events which can show the consequences of changes in implementation activities, including changes in the categories dollars, time, and resources.
Project a time limited, integrated activity or set of activities funded as a unit. Together these activities constitute an identifiable means to accomplish some task or tasks.
Punitive management system a collection of values held by administrators who use fear tactics such as threats to job security, coercion, loss of status, questioning of loyalties.
Qualitative feedback non numerical feedback which relies on clinical analysis or description.
Quantitative analysis/evaluation numerical information gathered in terms of a specific hypothesis.
Random selection which is done on the basis of chance rather than by design in order to obtain an unbiased result.
Related style a basic management style with less than average task orientation and more than average relationships orientation.
Relationships orientation the extent to which a manager has personal job relationships; characterized by listening, trusting, and encouraging.
Reliability the degree to which a measurement or instrument can be relied upon to give consistent results.
Research design a detailed, comprehensive plan for carrying out a research or other project; an experimental procedure which is amenable to statistical analysis.
Resource any force which furthers the realization of an organizational goal or objective. It may be a person, an institution, a physical force, a psychological force, a source of information or education, money, etc.
Restraining forces are analogous to barriers or walls. They prevent or retard movement. They do not "push back," but only "hold back."
Sample a limited number of observations, usually taken systematically or at random, made for the purpose of inferring some attribute of the larger whole.
Secondary source clues or signs that may indicate answers to essential questions when direct access to the question is denied.
Self-actualization a structure of human needs in which the last stage is characterized by a need to become one's self.
Self study getting feedback on the outcomes of actions taken in regard to programs and modifying these actions on the basis of this feedback.
Separated style a basic management style with less than average task orientation and less than average relationships orientation.
Series functions related to one another in linear and dependent fashion. An example might be Christmas tree lights.
Simulation the building and using of a model of a real or predicted event or situation.
Situation elements five elements through which all of the situation demands on a manager are expressed organization, technology, superior, coworkers, and subordinates.
Situation management skill in changing the managerial style so that effectiveness increases.
Situation sensitivity appraisal of situation elements in terms of task orientation and relationships orientation demands.
Statistically significant difference a difference so great it would occur by chance less than 5 percent of the time (.05 level) or 1 percent of the time (.01 level).
Statistics a collection of quantitative data. A branch of mathematics dealing with the collection, analysis, interpretation, and presentation of masses of numerical data. The purpose of such analysis is usually to make a prediction about a larger number of occurrences or an ongoing process, on the basis of sample observations.
Strategy maps out how one will proceed, what the staff members actually do, how much time they will spend doing it, and where they should be at a given time. The strategy should specify who, what, when, why.
Style appraisal skill ability to appraise others management style correctly.
Style awareness the degree to which a manager can appraise his own style correctly.
Style distortion perceiving more or fewer occurrences of a particular style than actually exist.
Style drift varying one's basic style behavior inappropriately
so that managerial effectiveness
Decreases.
Style flexibility skill in varying one's basic management
style behavior appropriately to a changing situation
so that managerial effectiveness increases.
Style resilience maintaining a single, appropriate, basic style based on all styles used.
Style rigidity maintaining a single inappropriate basic style so that managerial effectiveness decreases.
Subordinate a person over whom a manager has authority and for whose work he/she is responsible.
Summative evaluation the customary mode of educational evaluation wherein final outcomes or results are determined.
Superior a person having authority over a manager and responsibility for his/her work.
System approach a process by which needs are identified, problems are selected, requirements for problem solution are identified, solutions are selected from alternatives, methods and means are obtained and implemented, results are evaluated, and required revisions to all or part of the system are made so that the needs are eliminated.
System the sum total of parts working independently and working together to achieve required results or outcomes, based upon needs.
Systems analysis a tool for the selection of the most effective and efficient alternative actions based on alternative resource cost and benefit and a consideration of uncertainty.
Task orientation the extent to which a manager directs
his/her own and his/her subordinate's efforts; characterized
by initiating, organizing and directing.
Task analysis the lowest level of system analysis.
Task analysis shows, usually in tabular form (rather
than flow chart form), the units of performance associated
with each sub function.
Team a group of people united in the pursuit of a common goal for the satisfaction of their personal needs.
Team building a broad label attached to many strategies in which the participants are members of a single work group.
Ultimate Objective is a brief, concise statement of the educational institutional purpose as derived from its philosophy.
Unit Objectives are statements of purpose that pertain to various educational and supportive units. They are directed toward system wide objectives.
Validity the degree to which a measurement accurately reflects the item being measured.
Original file name: gt - converted on Monday, 16 June 1997, 16:14