FMP - Leadership and Strategy Essentials - Part 02

  1. Matrix structural model
    A modified functional/structural model that relies on both line and staff management to increase the integration between vertical chains of command or to enable teamwork. Positions with both a line and staff reporting relationship have a dual reporting relationship (i.e., two bosses).
  2. Mission statement
    A sentence that describes the benefit the organization provides to customers and other stakeholders.
  3. Motivation
    The set of factors and influences that impel, direct, and sustain individual or group behavior over time.
  4. Needs assessment
    The process of identifying performance requirements and the “gap” between what performance is required and what resources are available.
  5. Organizational culture
    An expression of the character of an organization as the sum of its organizational values.
  6. Organizational design
    The process of selecting and instituting an organizational structure, rewards, penalties, and policies, procedures, and practices appropriate to the organization’s strategy, size, desire for innovation, constraints, and operating environment.
  7. Organizational development (OD)
    A strategic effort that applies behavioral science to improve the resilience of an organization to internal or external changes and to enhance its ability to proactively solve problems.
  8. Organizational structure
    The formal power structure and hierarchy of an organization and the types and number of job positions per department.
  9. Organizational values
    Collective judgments regarding the relative worth or goodness of behavior, decisions, priorities, or actions of members of the organization.
  10. Organizing
    Creating an appropriate delivery mechanism and structure for an organization to coordinate its components into an interdependent system.
  11. Personal influence
    The power associated with the individual rather than the individual’s position.
  12. Planning
    Setting a direction for an organization in terms of goals, performance objectives, policies, procedures, and practices.
  13. Position power
    Power associated with a person’s position within the organizational hierarchy.
  14. Principled negotiation
    An interest-based bargaining style based on several premises: Separate the people from the problem; focus on interests, not positions, invent options for mutual gain, and insist on use of objective criteria.
  15. Purpose statement
    An expression of the scope and intended use or result of an activity that accounts for priorities and other assumptions or parameters.
  16. Reengineering
    A major rethinking of a process from start to finish.
  17. Relationship management
    The process of developing and maintaining communications with relevant stakeholders and developing and maintaining an understanding of their needs, objectives, character, and constraints so that long-term, mutually beneficial solutions can be created for all parties.
  18. Requirement
    A condition or capability that is necessary for a person or team to solve a problem or fulfill an objective.
  19. Root cause analysis
    The process of discovering the systemic cause of system results.
  20. Silo effect /Stovepipe
    An organizational deficiency that occurs when staff can only think in terms of the needs of their specialty area. [Once work is passed to the next specialty area or “silo” there tends to be a disconnect in tracking the work’s progress and delays between silos become frequent.
  21. Six sigma (6σ)
    A quality management philosophy that involves thoroughly training certain staff to identify and remove defects in processes.
  22. S.M.A.R.T.
    SMART goals are designed to comply with the SMART concept or principle, which is useful in a variety of applications such as goal setting and project management feasibility testing. For goal setting, the SMART acronym indicates the necessary elements of each goal, defined as follows:

    Specific means that the goal is unambiguous, clearly written, and  consistent with business unit and organizational objectives. This  perspective answers the questions “Who”? and “What”?

    Measurable means that the goal can be tested to verify if it is satisfied. This perspective answers the question “How”?

    Achievable means that the goal can be met using existing skills/assets.  This perspective answers the question “Is it attainable”?

    Relevant means that the goal directly pertains to the challenge being managed—that it is feasible and an optimal use of time/funds. This perspective answers the questions “Is it relevant”? and “Is it realistic”?

    Time-bound means that the goal is grounded within a time frame—not overly optimistic or overly pessimistic, which can affect project performance. This perspective answers the question “When”?
  23. Span of control
    The number of subordinates directly reporting to a given manager.
  24. Spatial differentiation
    The distance between sites and the total number of sites in an organization.
  25. Staff management
    A horizontal chain of command reporting relationship designed to cut across multiple vertical chains of command.
  26. Strategic objective
    A measurable goal that you commit to achieve by a specific date.
  27. Strategic plan
    An outline of the direction of an organization; it outlines broad, long-term, significant plans and the methods and actions by which the organization will operate.
  28. Strategy
    The science of planning that involves developing a scheme (a program of action to attain a goal), using artful means, or creating an advantageous position to best accomplish important goals.
  29. Stretch goals
    Goals that are deliberately set to be more challenging than SMART goals and usually require opportunities or risks to be realized favorably and/or a significant improvement in processes or results as measured by improvements in quality, quantity, time, or cost.
  30. Success criteria
    The combination of conditions that must be met or satisfied for a project, plan, or task to be considered a success.
  31. Supplier relationship management
    The development of enhanced relationships with key FM suppliers, vendors, and professional service providers to fulfill mutual goals, ensure mutual profitability, meet facility requirements, and build trust.
  32. S.W.O.T.
    A SWOT analysis is a process in which data on the organization’s current state is arranged into four categories:

    S—Strengths. For example, FM staff are empowered and motivated and have proven to be effective change agents.

    W—Weaknesses. For example, retail facilities appeal to the least profitable of the entire organization’s customer segments.

    O—Opportunities. For example, the entire organization can enter a new market if the FM organization can build production capacity quickly.

    T—Threats. For example, benchmarked FM organization competitor service prices are trending lower than this FM organization’s prices.
  33. Tactical plan
    A detailed set of steps needed to accomplish a goal in the strategic plan.
  34. Team
    A group of people who have a common goal and who help each other to achieve that goal.
  35. Total quality management (TQM)
    A formal quality process that includes an intense focus on the customer, involvement of all stakeholders, and quantitative methods for continual improvement.
  36. Vision statement
    The ultimate goal of the organization.
  37. Work coordination
    An organization’s activities, policies, procedures, and practices designed to link the activities of its subunits, teams, and individuals into a cohesive whole while minimizing the overlap of individual tasks and responsibilities.
Card Set
FMP - Leadership and Strategy Essentials - Part 02