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AICP Flashcards 2024 Spring > Leadership > Flashcards

Leadership Flashcards

1
Q

What is a horizontal or flat organization style of management?

A

Few levels between staff & mgmt
Less supervisions, employees are more involved in decision making
-May increase efficiency, reduce responsibility and speed up communication

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2
Q

What are the Disadvantages of a horizontal/flat orginization?

A

The disadvantage is that employees may lack a clear sense of directive or job duties. Employees tend to be generalists rather than developing a deep knowledge of key subject areas. There may be power struggles over who has decision-making authority, and management may avoid new opportunities in an effort to keep their flat structure intact. Larger organizations have a hard time with a flat structure.

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3
Q

Describe Vertical or hierarchical organization

A

Pyramid-like
Everyone is a subordinate to someone else, except the top
Clear leadership and responsibility
Promotions move people up
Employees may be deep in their field expertise
Department loyalty is likely

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4
Q

What is the Disadvantage of a vertical/hierarchical org

A

Departments may not communicate well
-Rivalries may develop
-More bureaucracy, slows down responsiveness
-More expensive due to more management personnel

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5
Q

Describe Matrix organizations

A

Encourages inter-disciplinary approaches
May have vertical and horizontal chain of command
Org/Flow Charts use solid and dash lines to explain formal/indirect report

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6
Q

What is the Disadvantage of matrix orgs

A

Can be confusing in regards to authority.
Can be difficult to manage and ineffective

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7
Q

Define Strategic Plan

A

Strategic Planning is used to assist an organization in guiding its future. Strategic planning sets goals, objectives, and policies for reaching the set of objectives. This allows an organization to imagine its future while also understanding the changes in operations needed to achieve the desired future.

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8
Q

What are the questions a strategic plan should answer?

A

What is the current situation and how is that situation likely to change in the foreseeable future?
Where are we going as an organization?
How will we get there?

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9
Q

What are the 8 Elements of a Strategic Plan?

A
  1. Analyze the community or organization’s needs.
  2. Identify results - determine what long-term objectives the city or organization is going to pursue.
  3. Admit uncertainties - analyze the Strengths, Weaknesses, Opportunities and Threats (SWOT) relating to the objectives.
  4. Involve strategic stakeholders.
  5. Develop and evaluate alternatives.
  6. Identify the role of the city.
  7. Develop a funding policy.
  8. Evaluate performance.
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10
Q

Impacts of Information & Communications Technologies

A

1) TNC, Amazon drones, AVs
2) Big data to monitor activities
3) more access to govt data and govt processes (like permits)
4) fleixble work structures, remote work, fiber

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11
Q

Internet of Things(IOT)

A

Devices that use the internet to support the delivery of public services and the livability of communities. EX: app of available parking spaces, minimizing circling for parking spaces and maximizing the efficient use of available spaces.

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12
Q

Line Organization

A

Bureaucratic. Authority/responsibility very defined. Efficient and simple relationships.

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13
Q

Disadvantages of a Line Organization

A

Monotony. Worker Alienation. Difficult to make adjustments in new circumstances.

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14
Q

Organizational models in planning

A

Management
-Current planning
-Advanced/long range planning

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15
Q

What is an example of a functional approach to organizational structure?

A

Planning in one group, finance in another, information systems in another

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16
Q

What are three different ways of organizing for sustainability?

A

1) within a planning dept
2) within an executive office
3) as a stand-alone dept

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17
Q

What is an example of “political risk” in planning actions?

A

The inability to achieve the goals of planning.

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18
Q

Under what circumstance are measurement & performance tools not seen as being credible?

A

If they are not valued by the local community or don’t have localized relevance.

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19
Q

How is casualty risk different from liquidity risk?

A

Casualty is the risk of accidents with personnel or property.

Liquidity is the risk of not having enough cash to cover operations.

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20
Q

Characteristic of a Strong leader

A

Honesty and integrity
Vision
Inspiration
ability to challenge
Communication skills
Protector

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21
Q

Characteristic of a Stronger Manager

A

Serves a Mission
Ability to Direct
Process Management
People Focused

22
Q

Key to any operation

A

Hire the right people
valuing
training
empowering
feeding
protecting those people
getting rid of unmanageable people

23
Q

Best Organizations Have

A

-Strong and visionary leadership
-excellent communications
-coordination
-collaboration
-strong employees

24
Q

Performance Guarantees

A

Legal and financial mechanisms to ensure the improvements offered as part of the permit process are provided and that construction projects are properly completed, generally without the need to resort to criminal or civil sanctions.

25
Q

Information and Communication Technologies (ICT)

A

Information and Communication Technology or “ICT,” includes products that store, process, transmit, convert, duplicate, or receive electronic information.

26
Q

Smart City

A

Technologies implemented with the goal of achieving cost efficiences, making infrastructure more resilient, and generally improving urban conditions.

27
Q

Smart Mobs

A

A group of people who assemble, move, or act collectively by using mobile phones or other wireless devices to communicate.

28
Q

Strategic vs. comprehensive planning

A

Strategic planning is not comprehensive in scope; it is helpful for looking at needed organizational changes or a particular issue, but it cannot be used to effectively plan a city as a whole.

29
Q

Advantage of sustainability in an integrated planning department

A

Advantage of sustainability integrated into a chief legislative or executive office
This model has the narrowest definition of sustainability—usually climate mitigation and adaption—but potentially great buy-in by the chief executive.

30
Q

Casualty risk

A

Accidents involving property, personnel, and income

31
Q

Liquidity risk

A

Insufficient cash to cover operations

32
Q

Market risk

A

Inability to provide expected services

33
Q

Political risk

A

Litigation brought by private entities in response to government actions

34
Q

Technological risk

A

Problems associated with keeping pace with technological change both in hardware and software

35
Q

Indicators

A

Limited and distilled data that tell a story without requiring review of all relevant data.

36
Q

Benchmark

A

A target measurement used to gauge how a community is doing in relation to a predetermined intermediate or final target.

37
Q

Municipal bond rating

A

Independent rating of investment risk for local government bonds.

38
Q

Quasi-judicial action

A

An action that involves the application of adopted policy to a specific development application; applies to a small number of individuals or properties.

39
Q

Eleemosynary institution

A

Any building or group of buildings devoted to and supported by charity.

40
Q

Ex parte contact

A

Communication between one party to a proceeding (e.g., an applicant for a permit) and a public official outside the formal decision-making process. Such communication is usually prohibited or circumscribed.

41
Q

Concurrency management system

A

The process a city utilizes to assure that development permits are not issued unless the necessary facilities and services are available concurrent with the impacts of development.

42
Q

5G

A

5th generation mobile network. It is a new global wireless standard after 1G, 2G, 3G, and 4G networks. 5G enables a new kind of network that is designed to connect virtually everyone and everything together including machines, objects, and devices.

43
Q

Organizational Form
3 basic forms:

A

Vertical
Horizontal
Matrix: staff members belong to functional teams and have responsibility that cut across different departments. Encourages interdisciplinary approaches to problem-solving. Difficult to manage and can be ineffective for larger organizations.

Flow charts
Solid lines = direct formal reporting
Dotted lines = indirect informal reporting

44
Q

Compensation Plan

A

HR
Compares salaries to other organizations to determine if salaries are competitive.

45
Q

Administrative Operations

A

The operation of a planning organization managing time and resources of the employees and team, monitoring contacts between staff members, management, the governing body, stakeholders, and the general public. And monitoring of the permit approval process.

46
Q

Performance Monitoring

A

Sets goals for organizations and monitors progress towards goals.

47
Q

Classification System

A

HR
Allows employees to move from entry-level to mid-level to managerial positions.

48
Q

360 Degree Performance Reviews

A

Employees receive feedback from people they report to, people that are peers, and people that work for them.

49
Q

Span of control

A

How many people someone is managing, including subordinates of subordinates

50
Q

Line functions

A

Direct services people work separately

51
Q

According to Terry Clark’s Project Management for Planners: A Practical Guide, how should a project manager spend his/her time?

A

Initiating 5%
Planning 35%

Executing 25%
Controlling 25%
Closing 10%

AICP Flashcards 2024 Spring (17 decks)

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