Topic 1 Flashcards

(47 cards)

1
Q

is the process by which people, technology, job tasks, and other resources are combined and coordinated to achieve the organizational objectives, management deals with human behavior, the human interactions and the human relationships in an organization

A

Management

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2
Q

is the systematic process of identifying problems and needs, setting clear objectives, and determining appropriate strategies, activities, resources, and timelines to effectively deliver extension services to target clients.

A

Planning

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3
Q

involves analyzing community situations and needs, and formulating clear and achievable goals and objectives for extension programs.

A

Planning

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4
Q

is a decision-making process and it involves selecting and integrating the courses of action and deciding in advance as to what to do, how to do, when to do, who is to do, and with what results.

A

Planning

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5
Q

is the process of arranging and structuring tasks, activities, resources, and personnel, and defining roles and responsibilities to ensure the effective implementation of an extension program.

A

Organizing

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6
Q

It includes defining the organizational structure, establishing lines of authority and communication, grouping related tasks into units or teams, and clearly assigning roles and responsibilities to extension staff and partners.

A

Organizing

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7
Q

focuses on ensuring that extension programs are implemented by competent, motivated, and adequately prepared personnel.

A

Staffing

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8
Q

It involves the systematic process of identifying manpower requirements, recruiting and selecting qualified extension workers, providing appropriate training and capacity-building activities, assigning personnel to specific roles and areas of responsibility, and continuously developing their skills and performance.

A

Staffing

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9
Q

is a comprehensive managerial function that involves guiding, leading, and motivating extension personnel to effectively implement program activities and achieve organizational objectives.

A

Directing

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10
Q

It includes providing clear instructions, setting expectations, making decisions, resolving conflicts, and maintaining effective communication among staff and stakeholders.

A

Directing

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11
Q

is a comprehensive managerial function that involves harmonizing and integrating the activities of individuals, teams, and organizations to ensure that extension programs are implemented smoothly and effectively.

A

Coordination

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12
Q

It includes establishing clear communication channels, synchronizing tasks, resolving overlaps or conflicts, and aligning efforts toward common goals.

A

Coordinating

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13
Q

involves systematically documenting, presenting, and communicating the progress, results, and outcomes of extension activities to supervisors, stakeholders, and funding agencies.

A

Reporting

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14
Q

It includes preparing written reports, summaries, and visual presentations that provide accurate and timely information on activities conducted, resources used, challenges encountered, and impacts achieved.

A

Reporting

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15
Q

involves the systematic exchange of information, ideas, and feedback among extension workers, clients, stakeholders, and partners to ensure the effective implementation of programs.

A

Communication

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16
Q

It includes conveying instructions, sharing knowledge, reporting progress, listening to client needs, and facilitating understanding through appropriate channels and methods

A

Communication

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17
Q

involves the continuous and systematic tracking of extension activities, processes, and performance to ensure that program objectives are being met efficiently and effectively.

A

Monitoring

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18
Q

It includes observing progress, collecting relevant data, comparing actual performance with planned targets, and identifying deviations or issues that may require corrective action.

A

Monitoring

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19
Q

involves systematically assessing the effectiveness, efficiency, relevance, and impact of extension programs and activities.

20
Q

It includes analyzing whether objectives have been achieved, measuring outcomes against set indicators, identifying strengths and weaknesses, and determining the overall value and sustainability of the program.

21
Q

provides essential feedback for decision-making, accountability, and future planning

22
Q

– Ensures that extension workers conduct themselves ethically, responsibly, and competently in delivering services. It emphasizes integrity, accountability, and adherence to professional standards.

A

Professionalism

23
Q

– Defines the arrangement of roles, responsibilities, and authority within the extension organization. A clear structure facilitates smooth workflow, communication, and decision-making

A

Organizational Structure

24
Q

– Focuses on directing resources, activities, and personnel toward prioritized programs or target areas to achieve maximum impact rather than spreading efforts too thin.

A

Concentration of Efforts

25
– Refers to clearly defining goals, objectives, target clients, and expected outcomes of extension programs. Specificity ensures that programs are relevant and measurable
Specificity
26
– Involves continuous training, education, and capacity-building of extension personnel to enhance skills, knowledge, and effectiveness in service delivery.
Development of Professional Competence
27
– Ensures that extension activities are aligned with complementary services to enhance program effectiveness and sustainability
Coordination with Other Support Systems
28
– Provides guidelines for recruitment, staffing, performance evaluation, career development, and motivation of extension workers to maintain an effective workforce
Personnel Management Policies
29
- is a written document covering a specific period of time , that contains the organization/ agency’s vision, mission, goals, program thrusts, projects, approaches and strategies, policies and rules, structures, linkages, manpower and funding requirements.
PLAN
30
- a plan is made operational by breaking it into programs or popularly called program thrusts of an agency, organization, or local government units
PROGRAM
31
According to Ruiz, it is composed of a cluster of projects to be undertaken which when combined together will accomplish a broader predefined goal.
Program
32
According to Mercado (1997), is a package of interrelated projects to meet certain socio-economic goals. He also mentioned that programmes and projects are solutions to specific problems and needs.
Program
33
is composed of interrelated activities performed in order to accomplish predetermined objectives. It is very specific, short-range, with clear, concrete and measurable performance indicators.
Projects
34
is defined as a process that starts from situation analysis up to the appraisal of program accomplishment. It is composed of seven distinct processes or stages wherein each stage is a process by itself.
Program development
35
7 processes/ stages of Program Development
1. Situation Analysis 2. Organization for Planning 3. Program planning process 4. Planned program 5. Plan of work 6. Execution, and 7. Appraisal of Accomplishment
36
- Defined as an activity of carefully and critically examining in detail the conditions, nature/trends and quality of an area. These includes human, physical/natural and institutional resources
SITUATION ANALYSIS
37
is basically a decision-making process. It is deciding in advance what to do, when to do it, how to do it, who will do it, and how much is needed.
Planning
38
Steps in Planning
1. Identifying target area and people 2. Resource assessment 3. Problem Identification and Prioritization 4. Objective formulation 5. Action to be undertaken 6. Strategies of implementation 7. Identifying people to be involved 8. Duration 9. Establishing budget needed and sources
39
In Extension sometimes planning is done for possible future situations which are not expected to occur but may occur, and this exercise is called ________ _____
contingency planning
40
The output or product of planning is an agency/ organizational or a community development plan.
Planned Program
41
- The development plan composed of several programs and projects when written is very general.
PLAN OF WORK
42
- This is the stage of putting plans into actions or reality.
EXECUTION OF WORK PLAN
43
- This is basic in all plans, programs and projects.
APPRAISAL OF ACCOMPLISHMENT
44
Principles of Program Planning
1. PROBLEMS AND NEEDS-BASED PROGRAMS 2. RESOURCE AVAILABILITY 3. TECHNOLOGY AVIALBILITY 4. FUNDING REQUIREMENTS AND SOURCES 5. COMMITTED, INNOVATIVE AND AGGRESSIVE PLANNERS 6. LINKAGE AND PARTNERSHIP 7. COORDINATION AND COORERATION 8. PROJECT FIRST 9. PROJECT SUSTAINABILITY 10 SMARTEST
45
- are the resources need in the project available
RESOURCE AVAILABILITY
46
Approaches in Planning
1. Top-level Planning 2. Grassroot or Mass-based Planning 3. Joint Planning 4. Team/Committee Planning 5.
47
also known as an Ishikawa or cause-and-effect diagram, is a visual tool for brainstorming and categorizing potential root causes of a specific problem or event, resembling a fish skeleton with the problem at the head and cause categories as main bones branching off.
Fishbone Analysis