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The development of goals of an organization is part of which element of performance management?
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∙ 14y ago
planning
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∙ 14y ago
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The evaluation of employees and groups in an organization is part of which element of performance management?
It is part of rating in performance management. RATING (A+)
The evaluation of employees and group in an organization is part of which element of performance management?
It is part of rating in performance management. RATING (A+)
Which element is part of an organization's broad environment?
competitors
What are the salient features of management?
1. Management is a universal process:The basic principles of management are universal in character. They apply more or less in every situation. Henry Fayol pointed out that the fundamentals of management are equally applicable in different organizations, business, government, military and others.The functions of management are performed by all managers. Management is needed in all types of organizations. Every manager performs the same basic functions irrespective of his rank or position.The managerial job is basically the same at all levels of organization and in all types of institutions. Management is an essential ingre­dient of all organized endeavor."Management is essential in all organized cooperation, as well as at all levels of organization in an enterprise. It is the function not only of the corporation president and the army general but also of the shop foreman and the company commander. Management is pervasive.2. Management is purposeful:Management exists for the achieve­ment of specific objectives. It is a means directed towards the accomp­lishment of predetermined goals which may be economic or non-eco­nomic.All activities of management are goal-oriented. The success of management is measured by the extent to which the desired objectives are attained.Management has no justification to exist in the absence of objectives. Goals provide justification for the existence of an organization.3. Management is creative:Management makes things happen which would not otherwise happen. The managers seek to secure the objectives with highest efficiency or at minimum possible cost.The job of management is to make a productive enterprise out of human and material resources. It gives life to materials, machinery, money and man­ power.The basic purpose of management is the optimum utilization of resources. Effectiveness and efficiency are the yardsticks against which managerial performance is appraised.4. Management is an integrative force:The essence of management lies in the coordination of individual efforts into a team. Management reconciles the individual goals with organizational goals.As a unifying force, management creates a whole that is more than the sum of indi­vidual parts. It integrates human and other resources. Management is an integrated process as its elements are intertwined.5. Management is a group phenomenon:Management involves the use of group effort in the pursuit of common objectives. It is a distinct activity concerned with getting things done rather than 'doing' itself. Management exercises important influence upon human behavior in organized action. People join groups to achieve what they cannot achieve individually.Group activity is found in all areas of human" activity, e.g. business, military, education, religion, etc. Management is an essential activity whenever and wherever people come together to achieve some common goals.6. Management is a social process:Management is done by people, through people and for people. It is a social process because it is con­cerned with interpersonal relations. Management is a human process- one manages men and women not things. Managers do not build pro­ducts; they build people who in turn build products.People are at the centre of the management process. It is not possible to conceive manage­ment in relation to things or machines but only in relation to the people who are employed to operate or use such things. Thus, human factor is the most important element in management.According to Apply, ''management is the development of people not the direction of things". A good manager is a leader not a boss. It is the pervasiveness of the human element which gives management its special character as a social process.7. Management is multidisciplinary:Management has to deal with human behavior under dynamic conditions. Therefore, it depends upon wide knowledge derived from several disciplines like engineering, sociology, psychology, economics, anthropology, etc.The vast body of knowledge in management draws heavily upon other fields of study. According to Massie, the chief characteristic of management is the integration and application of the knowledge and analytical approaches developed by numerous disciplines.8. Management is a continuous process: Management is a complex, dynamic and on-going process. The cycle of management continues to operate so long as there is organized action for the achievement of group goals. It is a series of continuing-actions that constitute the process of managing. The cycle of management continues as long as the organization continues to exist.9. Management is intangible:Management is an unseen or invisible force. It cannot be seen but Us presence can be felt everywhere in the form of results. However, the managers who perform the functions of manage­ mint are very much tangible and visible.10. Management is both a science and an art:Management is a combination of art and science. It is an art because it involves the application of knowledge and skills for the solution of managerial problems Management is a science as it contains systematized body of knowledge consisting of generally applicable principles. However, the principles of management are not hard and fast rules.On the basis of these characteristics, management may be defined as a continuous social process involving the coordination of human and material resources in order to accomplish desired objective
What is the Difference between a budget and a CAFR?
A "Comprehensive Annual Financial Report" or CAFR (pronounced caffer) is the financial report of a state, municipal or other governmental entity that complies with the accounting pronouncements (government Generally Accepted Accounting Principles - GAAP) promulgated by the Governmental Accounting Standards Board(GASB) http://www.gasb.org/.A CAFR is "compiled" by a state, municipal or other governmental accounting staff and "audited" by an external AICPA http://www.aicpa.org/ certified accounting firm utilizing GASB pronouncements. The CAFR is composed of three sections:I. INTRODUCTORY SECTION This section provides general information on the organizational structure of State or municipal government as well as information useful in assessing the State's or municipality's financial condition. The Government Finance Officers Association (GFOA) http://www.gfoa.org/ has a special awards program called the "Certificate of Achievement in Financial Reporting" that recognizes properly prepared and exceptionally presented CAFRs; this award is typically a part of the Introductory Section to inform the reader that this is an exceptional document (for a CAFR). One should examine these requirements to better understand what they are and how they are applied in the evaluation. II. FINANCIAL SECTION This section is used to present the independent auditor's report on the financial statements, the management's discussion and analysis("MD&A"), the basic financial statements, other required supplementary information (i.e., pension and budgetary information), as well as combining fund statements and schedules typically portrayed as:* Basic Financial Statements * Government-wide Financial Statements · Statement of Net Assets· Statement of Activities C. Fund Financial Statements · Governmental Funds · Proprietary Funds · Fiduciary FundsD. Notes to the Financial StatementsE. Required Supplementary Information Other than MD&A* RSI - Defined Benefit Pension Plans * RSI - Budgetary Reporting F. Combining Fund Statements and Schedules* Nonmajor Governmental Funds * Nonmajor Enterprise Funds * Internal Service Funds * Fiduciary Funds * Non-Major Component Units - Discretely Presented III. STATISTICAL SECTION This section provides a broad range of trend data covering key financial indicators from the past 10 fiscal years. It also contains demographic and miscellaneous data useful in assessing the State's or municipality's financial condition. BUDGET - A "budget" is a "plan" used by state and municipal governments to prioritize its actions and activities, provide the resources for these priorities, and measure its performance against its plan. Note that a "budget" document is not audited while a CAFR is. The budget process consists of several broad principles that stem from the definition and mission of the budget process. These principles encompass many functions that cut across a governmental organization. They reflect the fact that development of a budget is a political and managerial process that also has financial and technical dimensions. The National Advisory Council on State and Local Budgeting (NACSLB) developed some principles that State and Local budgets should utilize. PRINCIPLE I - ESTABLISH BROAD GOALS TO GUIDE GOVERNMENT DECISION MAKING. A government should have broad goals that provide overall direction for the government and serve as a basis for decision making. This principle provides for the development of a broad set of goals that establish a general direction for the government. These goals serve as the basis for development of policies and programs, including the service types and levels that will be provided and capital asset acquisition and maintenance. Goals are developed after undertaking an assessment of community conditions and other external factors, and a review of the internal operations of the government, including its services, capital assets, and management including its services, capital assets, and management practices. Based on the assessment of current and expected future conditions, and opportunities and challenges facing the community and the government, broad goals are established that define the preferred future state of the community. Other principles address the development of strategies and allocation of resources to achieve these goals. * Element 1 - Assess Community Needs, Priorities, Challenges and Opportunities * Element 2 - Identify Opportunities and Challenges for Government Services, Capital Assets, and Management * Element 3 - Develop and Disseminate Broad Goals PRINCIPLE II - DEVELOP APPROACHES TO ACHIEVE GOALS.A government should have specific policies, plans, programs, and management strategies to define how it will achieve its long-term goals. This principle provides for the establishment of specific policies, plans, programs, and management strategies necessary for the government to achieve its long- term goals. While broad goals set the general direction of a government, it is the policies, plans, and programs that define how the government will go about accomplishing these goals. As such, the development of policies and programs must explicitly consider how they contribute to the achievement of the government's broad goals. Policy and program goals should relate, where appropriate, to broad goals. Measures should be developed to determine the progress being made by the government in achieving goals. * Element 4 - Adopt Financial Policies * Element 5 - Develop Programmatic, Operating, and Capital Policies and Plans * Element 6 - Develop Programs and Services that are Consistent with Policies and Plans * Element 7 - Develop Management Strategies PRINCIPLE III - DEVELOP A BUDGET WITH APPROACHES TO ACHIEVE GOALS. A financial plan and budget that moves toward achievement of goals, within the constraints of available resources, should be prepared and adopted. This principle provides for the preparation of a financial plan, a capital improvement plan, and budget options. Development of a long-range financial plan is essential to ensure that the programs, services, and capital assets are affordable over the long run. Through the financial planning process, decision makers are able to better understand the long- term financial implications of current and proposed policies, programs, and assumptions and decide on a course of action to achieve its goals. These strategies are reflected in the development of a capital improvement plan and options for the budget. * Element 8 - Develop a Process for Preparing and Adopting a Budget * Element 9 - Develop and Evaluate Financial Options * Element 10 - Make Choices Necessary to Adopt a Budget PRINCIPLE IV - EVALUATE PERFORMANCE AND MAKE ADJUSTMENTS. Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. This principle identifies practices that are needed to monitor and evaluate the government's progress in meeting financial and programmatic goals identified in the budget and through its policies and plans. Based on this review, the government may need to make adjustments to the budget and to plans and policies if goals are to be achieved. The review undertaken through this principle feeds back into goal development and review processes to ensure that goals remain relevant. * Element 11 - Monitor, Measure, and Evaluate Performance * Element 12 - Make Adjustments as Needed For example, a Fiscal Year 2009 "budget" is a plan, but at the end of the Fiscal Year, the CAFR will report the financial results of the plan. Unlike the budget, the CAFR is audited.
The evaluation of employees and groups in an organization is part of which element of performance management?
It is part of rating in performance management. RATING (A+)
The evaluation of employees and group in an organization is part of which element of performance management?
It is part of rating in performance management. RATING (A+)
What element of performance management is the measurement of an organization's goals and the feedback of information?
monitoring
What element of performance management is the measurement of an organization's goals and the feedback of information?
monitoring
What element is NOT one of position management considerations when determining what is needed for an organization to accomplish the?
FASCLASS search filters
What element is NOT one of the management considerations when determining what is needed for an organization to accomplish the mission?
FASCLASS search filters
What element is not one of position management when determining what is needed for an organization to accomplish the mission?
FASCLASS search filters
What element is not of position management considerations when determining what is needed for an organization to accomplish the mission?
FASCLASS search filters
What element is NOT on of position management considerations when determining what is needed for organization to accomplish the mission?
FASCLASS search filters
Which element of the security policy framework requires approval from upper management and applies to the entire organization?
policy
What element is NOT one of the position management considerations when determining what is needed for an organization to zaccomplish the mission?
Job design
What element is not one of the management considerations when determining what is needed for n organization to accomplish the mission?
Job design
