Glossary of Terms: Organizational Development

360 Degree Feedback
	An evaluation method that provides each employee the opportunity to receive performance feedback from his or her supervisor and four to eight peers, reporting staff members, co-workers and customers.

ABE - Adult Basic Education
	Adult Basic Education

Accreditation
	Certification by a duly recognized body of the facilities, capability, objectivity, competence, and integrity of an agency, service or operational group or individual to provide the specific service(s) or operation(s) needed. Recognition given to a person or organization meeting certain standards.

Achievement
	Performance as determined by some type of assessment or testing.

Action Plan
	A specific method or process to achieve the results called for by one or more objectives. May be a simpler version of a project plan.

Action planning and processes
	Deciding who is going to do what, by when and in what order for the organization to reach its strategic goals. The design and implementation of action planning depends on the nature and needs of the organization. An action plan includes a schedule with deadlines for significant actions.

Action Projects
	A specific planned process and steps for completing one or more strategic goals and objectives, including ownership of the project. The Action Projects are the annual goals and challenges currently being addressed by San Juan College.

Active listening
	A way of listening that focuses entirely on what the other person is saying. It confirms understanding of both the content of the message and the emotions and feelings underlying the message to ensure that understanding is accurate.

Activities
	Actions that will be undertaken by the program staff in order to achieve program objectives.

Adaptive capacity
	The ability of the organization to respond to complex situations, problems and issues not faced before.

Adaptive Learning
	Adaptive learning is change that has been made in reaction to changed environmental conditions; with a lower degree of organizational change; adaptive learning is also seen as more automatic and less cognitively induced than proactive learning.

Affinity Diagram
	A tool used to organize and present large amounts of data (ideas, issues, solutions, problems) into logical categories based on user perceived relationships and conceptual frameworking. Often used in form of "sticky notes" sent up to the front of the room in brainstorming exercises, then grouped by facilitator and workers. Final diagram shows relationship between the issue and the category. Then categories are ranked, and duplicate issues are combined to make a simpler overview.

Alignment
	The actions taken to ensure a process or activity supports the organization's strategy, goals and objectives. The congruency between the written, taught, and tested curriculum; vertical alignment refers to agreement throughout the learning system from foundation to graduation; horizontal alignment refers to agreement within a level or course.

Analysis
	A systematic approach to problem-solving, made simpler by separating problems into more understandable elements. This involves the identification of purposes and facts, the statement of defensible assumptions, and the formulation of conclusions.

Analytical Assessments
	Assesses the ability to measure the application of skills and knowledge that compares and contrasts the parts to the whole.

Aptitude
	A person’s potential for acquiring abilities or developing competencies.

AQIP - Academic Quality Improvement Program
	Academic Quality Improvement Program AQIP is the North Central Accreditation process for higher education institutions who select a continuous improvement model. The process includes a self-assessment, annual action projects, and strategic planning.

Assessment
	An evaluation process including a document review, an on-site audit and an analysis and report. A systematic process of collecting and analyzing data to determine the current, historical or projected status of an organization. Often used as a synonym for evaluation. The term is sometimes recommended for restriction to processes that are focused on quantitative and/or testing approaches.

Assessment Binder
	A collection of mandated district wide tests to be used to show proof of student mastery at a content standard level. Includes district protocol and procedures.

Assessment Tools
	Various methods used to obtain information about student learning; these tools are used to guide a variety of educational strategies and decisions. Methods may include observations, interviews, video/audio tapes, projects, experiments, tests, performances and portfolios.

Asynchronous Training
	Self-paced training that does not require the student and instructor to participate at the same time.

Attribute Data
	Attribute data is the lowest level of data. It is purely binary in nature. Good or Bad, Yes or No. No analysis can be performed on attribute data. Attribute data must be converted to a form of Variable data called discrete data in order to be counted or useful. It is commonly misnamed discrete data.

Attributes
	Qualitative data that can be counted for recording and analysis. A characteristic, capacity, or perceived quality of an individual, thing, or place. For individuals, attributes include, but are not limited to: attitude, ability, behavior, skill, knowledge, or interest.

AUDIT
	A periodic inspection to ensure that a process is conforming to its specifications.

BAIT - Business And Industry Training
	Business And Industry Training

Baseline measurement
	The beginning point, based on an evaluation of the output over a period of time, used to determine the process parameters prior to any improvement effort; the basis against which change is measured.

Benchmark
	A standard of reference used for comparison. The performance of a learner is measured against a benchmark such as the performance of an expert.

Benchmark Data
	The results of an investigation to determine how competitors and/or best-in-class companies achieve their level of performance.

Benchmarking
	The concept of discovering what is the best performance being achieved, whether in your company, by a competitor, or by an entirely different industry. Benchmarking is an improvement tool whereby a company measures its performance or process against other companies' best practices, determines how those companies achieved their performance levels, and uses the information to improve its own performance. Benchmarking is a continuous process whereby an enterprise measures and compares all its functions, systems and practices against strong competitors, identifying quality gaps in the organization, and striving to achieve competitive advantage locally and globally. An improvement process in which a company measures its performance against that of best in class companies, determines how those companies achieved their performance levels and uses the information to improve its own performance. The subjects that can be benchmarked include strategies, operations, processes and procedures. A company's use of information about other firms in the same industry used for comparisons and to set standards and goals.

Best Practice
	A way or method of accomplishing a business function or process that is considered to be superior to all other known methods. A lesson learned from one area of a business that can be passed on to another area of the business or between businesses. A superior method or innovative practice that contributes to the improved performance of an organization, usually recognized as "best" by other peer organizations. Successful innovations or techniques of top-performing organizations. A best practice could be an entire program, or an idea.

Brainstorming
	A method to generate ideas. Groundrules such as -no idea is a bad idea- are typical. Benefit of brainstorming is the power of the group in building ideas of each others ideas. A problem solving approach/technique whereby working members in a group are conducting a deductive methodology for identifying possible causes of any problem, in order to surmount poor performance in any process or activity pursued by the group members and facilitator. An idea-generating technique built on the assumptions that two heads are better than one, and a group of people working together will come up with more and better ideas. A technique teams use to generate ideas on a particular subject. Each person in the team is asked to think creatively and write down as many ideas as possible. The ideas are not discussed or reviewed until after the brainstorming session. A group activity which allows people to generate ideas, raise questions, pose solutions, and reach agreement on issues concerning many individuals.

CAD - Computer Aided Design or Computer Aided Drafting
	Computer Aided Design or Computer Aided Drafting Software used by architects, engineers, drafters and artists to create precision drawings or technical illustrations. CAD software can be used to create two-dimensional (2-D) drawings or three-dimensional (3-D) models.

Carnegie Unit
	Based on the number of hours a student spends in a given class; also known as credits.

Cause and Effect Diagram
	A cause and effect diagram is a visual tool used to logically organize possible causes for a specific problem or effect by graphically displaying them in increasing detail. It helps to identify root causes and ensures common understanding of the causes. It is also called an Ishikawa diagram. Cause and Effect relationships govern everything that happens and as such are the path to effective problem solving. By knowing the causes, we can find some that are within our control and then change or modify them to meet our goals and objectives. By understanding the nature of the cause and effect principle, we can build a diagram to help us solve everyday problems every time. A tool for analyzing process dispersion. It is also referred to as the "Ishikawa diagram," because Kaoru Ishikawa developed it, and the "fishbone diagram," because the complete diagram resembles a fish skeleton. The diagram illustrates the main causes and subcauses leading to an effect (symptom). The cause and effect diagram is one of the "seven tools of quality."

Certification
	The procedure and action by a duly authorized body of determining, verifying, and attesting in writing to the qualifications of personnel, processes, procedures, or items in accordance with applicable requirements. The result of meeting the established criteria set by an accrediting or certificate granting organization.

CFDC - Child and Family Development Center
	Child and Family Development Center

Champion
	Business leaders and senior managers who ensure that resources are available for training and projects, and who are involved in project tollgate reviews. A business leader or senior manager who ensures that resources are available for training and projects, and who is involved in project tollgate reviews; also an executive who supports and addresses Six Sigma organizational issues.

Change Agent
	A person who leads a change project or business-wide initiative by defining, researching, planning, building business support and carefully selecting volunteers to be part of a change team. Change Agents must have the conviction to state the facts based on data, even if the consequences are associated with unpleasantness

Change Management
	An organized, systematic application of the knowledge, tools, and resources of change that provides organizations with a key process to achieve goals and objectives.

Chart
	A form used to display information obtained through data collection when measuring defects and/or problems. A tool for organizing, summarizing and depicting data in graphic form.

Charter
	A document that specifies the purpose of a team, its power, it's reporting relationships, and its specific responsibilities. A written commitment approved by management stating the scope of authority for an improvement project or team.

Chunking
	The process of separating learning materials into brief sections in order to improve learning comprehension and retention.

CIM - Chugach Instructional Model
	Chugach Instructional Model The Chugach Instructional Model is an integrated instructional unit that actively engages students with the best teaching practices. The purpose of the CIM is to help teachers make a direct connection with the students' performance levels and the theme being developed. The four strands for our instructional model include:

Collaboration
	Exchanging information, modifying activities, sharing resources and enhancing the capacity of another for mutual benefit and to achieve a common purpose.

Collaborative Learning
	Learning through the exchange and sharing of information and opinions among a peer group.

Communication
	Communication is the process of delivering and sending messages through various channels.

Company Culture
	A system of values, beliefs and behaviors inherent in a company. To optimize business performance, top management must define and create the necessary culture.

Competence
	Demonstrated ability to apply knowledge and skills.

Competency-based Training
	Training that focuses exclusively on teaching the skills, facts, and attitudes related to specific jobs. The content of such training is ideally pre-determined by the trainees themselves.

Conflict Resolution
	The management of a conflict situation to arrive at a resolution satisfactory to all parties. The process of resolving a dispute or a conflict permanently, by providing each side's needs, and adequately addressing their interests so that they are satisfied with the outcome.

Consensus
	Acceptance of a team decision so that everyone on the team can live with the decision and support it. A state in which all the members of a group support an action or decision, even if some of them don't fully agree with it.

Consensus Building
	Creating consensus in groups through leadership and compromise.

Consultant
	An individual who has experience and expertise in applying tools and techniques to resolve process problems and who can advise and facilitate an organization's improvement efforts.

Content Analysis
	A set of procedures for collecting and organizing nonstructured information into a standardized format that allows one to make inferences about the characteristics and meaning of written and otherwise recorded material.

Contextual Assessments
	Assesses the quality of performance, and measures skills applied, in the context of a real world situation.

Continuing Education
	An educational/instructional program that expands an individual's area of knowledge or skills.

Continuous Improvement (CI)
	Recurring activity to increase the ability to fulfill requirements. Adopting new activities and eliminating those which are found to add little or no value. The goal is to increase effectiveness by reducing inefficiencies, frustrations, and waste (rework, time, effort, material, etc). Sometimes called continual improvement. The ongoing improvement of products, services or processes through incremental and breakthrough improvements. (1) An ongoing quest for improvement in all aspects of an organization. (2) A series of steps to identify and implement improvements, solve problems, or create new processes.

Continuous Quality Improvement (CQI)
	A philosophy and attitude for analyzing capabilities and processes and improving them repeatedly to achieve the objective of customer satisfaction.

Core Competency
	Fundamental knowledge, ability, or expertise in a specific subject area or skill set. To be considered a core competency, a capability must be an essential part of an organization's offerings and it must describe a significant advantage in the marketplace.

Corrective Action
	Documented and purposeful change implemented to eliminate forever a specific cause of an identified non conformance.

CQIN - Continuous Quality Improvement Network
	Continuous Quality Improvement Network

Critical Processes
	Processes that present serious potential dangers to human life, health and the environment or that risk the loss of very large sums of money or customers.

Critical Thinking Skills
	The use of those cognitive skills or strategies that increase the probability of a desirable outcome. Describes thinking that is purposeful, reasoned, and goal directed.

Cross-Functional
	A term used to describe a process or an activity that crosses the boundary between functions. A cross functional team consists of individuals from more than one organizational unit or function.

Culture
	A learned pattern of customs, beliefs, and behaviors which are socially acquired and socially transmitted through symbols and widely-shared meanings.

Culture, organizational
	A common set of values, beliefs, attitudes, perceptions and accepted behaviors shared by individuals within an organization.

Customers
	The people for whom a product or service is produced; these people can be either external or internal to a Company.

Dashboard
	A dashboard is a tool used for collecting and reporting information about vital customer requirements and/or your business' performance for key customers. Dashboards provide a quick summary of process and/or product performance.

Data
	Data are factual information used as a basis for reasoning, discussion, or calculation; often this term refers to quantitative information. It is plural in form. The singular is "datum." A set of collected facts. There are two basic kinds of numerical data: measured or variable data, such as "16 ounces," "4 miles" and "0.75 inches," and counted or attribute data, such as "162 defects."

Data-driven instruction
	The use of student achievement data and other learning data to guide instruction, set goals, monitor programs and curriculum, etc.

Decision Making
	The process of mapping the likely consequences of decisions, working out the importance of individual factors, and choosing the best course of action to take.

Decision Matrix
	A matrix used by teams to evaluate problems or possible solutions. After a matrix is drawn to evaluate possible solutions, for example, the team lists them in the far left vertical column. Next, the team selects criteria to rate the possible solutions, writing them across the top row. Third, each possible solution is rated on a scale of 1 to 5 for each criterion, and the rating is recorded in the corresponding grid. Finally, the ratings of all the criteria for each possible solution are added to determine its total score. The total score is then used to help decide which solution deserves the most attention.

Deming, W. Edwards (deceased)
	A prominent consultant, teacher and author on the subject of quality. After Deming shared his expertise in statistical quality control to help the U.S. war effort during World War II, the War Department sent him to Japan in 1946 to help that nation recover from its wartime losses. Deming published more than 200 works, including the well-known books Quality, Productivity, and Competitive Position and Out of the Crisis. Deming, who developed the 14 points for managing, was an ASQ Honorary Member.

Desired Outcomes
	The results or products that a training program, process, instructional unit, or learning activity strives to achieve, as defined in measurable terms.

Developmental Level
	The level at which students are working based on what is known about how children and youth develop, learn, and demonstrate their learning at various age levels. The students' performance levels coincide with the developmental levels of the district developmental report card. Movement towards graduation levels is determined by proficient demonstration by the student on a minimum of three assessments, including a district-mandated assessment, at each level.

Distribution
	The population (universe) from which observations are drawn, categorized into cells, and form identifiable patterns. It is based on the concept of variation that states that anything measured repeatedly will arrive at different results. These results will fall into statistically predictable patterns. A bell-shaped curve (normal distribution) is an example of a distribution in which the greatest number of observations occur in the center with fewer and fewer observations falling evenly on either side of the average.

District Assessments
	Teacher directed assessments of knowledge and skills of a particular Standard and level; required in order to move from one level to the next.

Diversity
	Full participation by members of many different groups.

Documentation
	Written material defining the process to be followed (e.g. test procedure, quality manual, operation sheets).

DOE - Department of Education
	Department Of Education

DOE - Design Of Experiments
	Design Of Experiments A branch of applied statistics dealing with planning, conducting, analyzing and interpreting controlled tests to evaluate the factors that control the value of a parameter or group of parameters.

Drill and Practice
	Traditional teaching that is built upon knowledge bites that are linked in an organized fashion. (Example: Five-step lesson plan teaching basic math skills.)

Driving Forces
	Forces that tend to change a situation in desirable ways.

DUE - Division of Undergraduate Education
	Division of Undergraduate Education

Effectiveness
	Extent to which planned activities are realized and planned results achieved.

Efficiency
	Relationship between the result achieved and the resources used.

EI - Emotional Intelligence
	Emotional Intelligence A collection of skills, characteristics and talents that contribute to true leadership. They include self-awareness, self-regulation, motivation, empathy and social skills.

EI - Employee Involvement
	Employee Involvement A practice within an organization whereby employees regularly participate in making decisions on how their work areas operate, including making suggestions for improvement, planning, goal setting and monitoring performance.

Empowerment
	A condition whereby employees have the authority to make decisions and take action in their work areas without prior approval. For example, an operator can stop a production process if he or she detects a problem, or a customer service representative can send out a replacement product if a customer calls with a problem. A series of actions designed to give employees greater control over their working lives. Businesses give employees empowerment to motivate them according to the theories of Abraham Maslow and Fredrick Herzberg. To invest employees with power or give authority to complete tasks and solve problems. To empower employees is allowing them to make decisions and take actions on their own, apart from management. (1) The expansion of capacities and choices. (2) The ability of all groups to exercise choice based on freedom and the opportunity to participate in, or endorse, decision-making that affects their lives.

Establish
	Define, document (in writing or electronically), and implement.

Evaluation
	1) Assesses the effectiveness of an ongoing program in achieving its objectives 2) Relies on the standards of project design to distinguish a program's effects from those of other forces, and 3) Aims at program improvement through a modification of current operations.

Experiential Learning
	A method of teaching which uses active participation and the applied use of new skills through role playing and on-the-job experience, in addition to lecturing.

External Benchmarking
	The process of looking outside an organization to examine how other organizations, designed to meet the same objectives, are meeting them in ways which are better, faster or less expensive.

External Customer
	A person or organization that receives a product, service or information but is not part of the organization supplying it. (See also "internal customer.")

Facilitate or Facilitator
	To make easy or easier. An individual is often referred to as a facilitator or one who makes meetings more efficient. A specifically trained person who functions as a teacher, coach and moderator for a group, team or organization. The person who acts as an impartial leader or moderator of a meeting.

Feedback
	Communication from customers about how delivered products or services compare with customer expectations. The process that allows for two-way communication between an employee and a supervisor for the purpose of modifying, correcting, and strengthening employee performance and results.

Fishbone Diagram
	A tool used to solve quality problems by brainstorming causes and logically organizing them by branches. Also called the Cause & Effect diagram and Ishikawa diagram. Also known as a Cause and Effect Analysis Diagram, used by a problem-solving team during brainstorming to logically list and display known and potential causes to a problem. Analysis of the listed causes is done to identify root causes.

Flowchart
	A flowchart is a graphical representation of a process, depicting inputs, outputs and units of activity. It represents the entire process at a high or detailed (depending on your use) level of observation, allowing analysis and optimization of workflow. A flowchart is a graphical representation of a process. It represents the entire process from start to finish, showing inputs, pathways and circuits, action or decision points, and ultimately, completion. It can serve as an instruction manual or a tool for facilitating detailed analysis and optimization of workflow and service delivery. A graphical representation of the steps in a process. Flowcharts are drawn to better understand processes. The flowchart is one of the "seven tools of quality." A graphic presentation using symbols to show the step-by-step sequence of operations, activities, or procedures. Used in computer system analysis, activity analysis, and in general program sequence representations.

Focus Group
	A group, usually of 8 to 10 persons, that is invited to discuss an existing or planned product, service or process.

Force Field Analysis
	A technique for analyzing the forces that aid or hinder an organization in reaching an objective. An arrow pointing to an objective is drawn down the middle of a piece of paper. The factors that will aid the objective's achievement, called the driving forces, are listed on the left side of the arrow. The factors that will hinder its achievement, called the restraining forces, are listed on the right side of the arrow.

FRC - Family Resource Center
	Family Resource Center

Gantt Chart
	A Gantt chart is a powerful and preferred visual reporting device used for conveying a project's schedule. A typical Gantt chart graphically displays the work breakdown, total duration needed to complete tasks, as well as %completion. The Gantt chart itself will not display level of effort, and is not an effective planning tool on its own. Today, Gantt Charts may be integrated with other spreadsheet-type reporting devices that convey additional information related to project planning. Furthermore, Gantt Charts are often enhanced with functionality that includes the identification of relationships between tasks, and the ability to dynamically change task attributes. A type of bar chart used in process planning and control to display planned work and finished work in relation to time. The summary of a work plan, presented in the form of a chart showing the major activities planned in their chronological sequence, as well as the week or month in which they will be conducted, and the person responsible for carrying them out. This chart often includes a list of resources that will be necessary to carry out the activities.

Gap Analysis
	Gap analysis is done to map the gap which exits between implied & specified customer requirments & existing process. The comparison of a current condition to the desired state.

Gatekeeper
	A timekeeper; in team meetings, a designated individual who helps in monitoring the team's use of allocated time.

GED - General Educational Diploma
	General Educational Diploma The high school equivalency certificate, generally recognized as equal to a high school diploma.

Goal
	A goal is a targeted value by a design team while building a quality process/product. A broad statement describing a desired future condition or achievement without being specific about how much and when. A focus of accomplishment supported by a series of objectives needed to realize it or a broadly-stated subsidiary result.

Group Dynamic
	The interaction (behavior) of individuals within a team meeting. Understanding the relationships among people in groups and how groups begin, operate and end.

Groupthink
	A situation in which critical information is withheld from the team because individual members censor or restrain themselves, either because they believe their concerns are not worth discussing or because they are afraid of confrontation.

HHPC - Health and Human Performance Center
	Health and Human Performance Center

Histogram
	A graphic summary of variation in a set of data. The pictorial nature of the histogram lets people see patterns that are difficult to detect in a simple table of numbers. The histogram is one of the "seven tools of quality."

Improvement
	The positive effect of a process change effort.

Incentive System
	A policy that rewards employees for excellent performance or special achievements and motivates them to meet their objectives and maintain program quality.

Incremental improvement
	Improvements that are implemented on a continual basis.

Indicators
	Established measures used to determine how well an organization is meeting its customers' needs as well as other operational and financial performance expectations.

Informal Training
	Training that occurs on the job and is often accomplished through personal instruction, guidance from a supervisor, or even by observing co-workers.

Information
	Meaningful data

Information Flow Table
	A chart showing the types of information that will be collected, how the information will be collected and reported, who will collect it, to whom it will be submitted, how it will be used, and the level of detail needed. The purpose of the chart is to ensure an appropriate flow of information in the correct sequence and to communicate to staff how the information system functions.

Infrastructure (of an organization)
	System of facilities, equipment and services needed for the operation of an organization. The basic equipment and structure required for a particular system to function.

Innovation
	The creation of new approaches to solving social problems, or creating social opportunities.

Inputs
	Products or services others provide to a process. The products, services, material and so forth obtained from suppliers and used to produce the outputs delivered to customers.

Instructional Systems Design
	The systematic use of principles of instruction to ensure that learners acquire the skills and knowledge essential for successful completion of performance goals.

Interactive
	The way in which a student can practice skills through role playing in a simulation. (Example: Using basic math skills as a classroom accountant.)

Interest-based Problem Solving
	Defines problems in terms of interests (not positions) and works to reconcile the interests to obtain a mutually-satisfactory solution.

Internal Analysis
	Evaluating strengths, weaknesses, opportunities and threats in a specific organization.

Internal Customer
	The recipient (person or department) within an organization of another person's or department's output (product, service or information) (see also "external customer").

Interpersonal Skills
	The ability to communicate effectively in verbal and nonverbal ways.

Interrelationship Digraph
	A management tool that depicts the relationship among factors in a complex situation. Also called a "relations diagram."

Intervention
	The action of a team facilitator when interrupting a discussion to state observations about group dynamics or the team process.

Just-in-time Training
	The provision of training only when it is needed to all but eliminate the loss of knowledge and skill caused by a lag between training and use.

Key Performance Indicator (KPI)
	A statistical measure of how well an organization is doing. A KPI may measure a company's financial performance or how it is holding up against customer requirements. The critical set of measures that provide an indication of the extent to which an organization is achieving its major objectives.

Key Process
	A major system level process that supports the mission and satisfies major consumer requirements.

Key Results
	A major category of customer requirements that is critical for the organization's success.

Knowledge Management
	The process through which organizations generate value from their intellectual and knowledge-based assets. Usually generating value from such assets involves sharing them among employees, departments and other organizations in an effort to devise best practices.

Leader
	An individual who is recognized by others as a person they will follow.

Leadership
	An essential part of a quality improvement effort. Organization leaders must establish a vision, communicate that vision to those in the organization and provide the tools and knowledge necessary to accomplish the vision.

Learning Organization
	An organization that looks for meaningful solutions, then internalizes those solutions so that they continue to grow, develop, and remain successful. Learning organizations incorporate ideas from many sources and involve a variety of people in problem solving, information sharing, and celebrating success.

Learning Plans - (Individual Learning Plans/Personalized Education Plans)
	A custom designed document written and used by students, teachers, and parents to best meet the educational needs of the individual student. - Goals are identified and tied to standards focusing on student driven performance, implementation, and accountability.

Learning Styles
	Different approaches or ways of learning. Different types of learning styles include: visual, auditory and kinesthetic.

Learning Targets
	Goals set by teachers and/or students (with teacher support) for achieving mastery of the required course objectives.

Listening Post
	An individual who, by virtue of his or her potential for having contact with customers, is designated to collect, document and transmit pertinent feedback to a central collection authority within the organization.

Low Hanging Fruit
	Low Hanging Fruit are basically those improvements & innovations that can be suggested and implemented during the Measure phase when they become apparent. It is not necessary to wait for the Improve phase for the implementation as it would be an opportunity loss.

Management system
	System to establish policy and objectives and to achieve those objectives.

MBNQA - Malcolm Baldrige National Quality Award
	Malcolm Baldrige National Quality Award (see MBNQA home page)

Measure
	The criteria, metric or means to which a comparison is made with output. Measures are established assessment tools used to measure performance for a particular area.

Measurement
	The act or process of quantitatively comparing results with requirements. The assignment of numbers to actions or events.

Measurement Process
	Set of operations to determine the value of a quantity.

Mentor
	An experienced professional who provides support to promote the development of new or less experienced persons.

Mentoring
	The one-on-one sharing of practical, accumulated knowledge, often between a member of upper management to a person in training in the same department or organization.

Mission
	An organization's purpose.

Mission Statement
	A philosophical or value statement that seeks to respond to the why of the organization's existence, its basic reason for being. A mission statement is not defined in expressions of goals or objectives, rather it reflects a realistic but farsighted determination of what the organization is, who it serves, what it does, and what it can accomplish.

Model
	Describes processes or strategies that are difficult to understand directly. A model may be a description, a representation, or an analogy.

MOMIV - Meeting Of the Minds I, II, III, or IV
	Meeting Of the Minds I, II, III, or IV

Monitoring
	An on-going process of reviewing a program's activities to determine whether set standards or requirements are being met.

Monitoring System
	An on-going system to collect data on a program's activities and outputs, designed to provide feedback on whether the program is fulfilling its functions, addressing the targeted population, and/or producing intended services.

Myers-Briggs Type Indicator
	An instrument for measuring a person’s preferences, using four basic scales with opposite poles. The four scales are: (1) extraversion/introversion, (2) sensate/intuitive, (3) thinking/feeling, and (4) judging/perceiving. The various combinations of these preferences result in 16 personality types.

Natural Team
	A team of individuals drawn from a single work group; similar to a process improvement team except that it is not cross functional in composition and it is usually permanent.

Needs Assessment
	An analysis that studies the needs of a specific group and presents the results in a written statement detailing those needs. It also identifies the actions required to fulfill these needs, for the purpose of program development and implementation.

Networking
	Exchanging information for mutual benefit.

NFLA - New Faculty Learning Academy
	New Faculty Learning Academy

NIST - National Institute of Science and Technology
	National Institute of Science and Technology

Objective
	A specific statement of a desired short term condition or achievement; includes measurable end results to be accomplished by specific teams or individuals within time limits.

Objective evidence
	Data supporting the existence or verity of something

Operational Indicator
	A measure that signifies the extent to which a program is using resources and conducting activities according to the work plan.

Organization
	Group of people and facilities with an arrangement of responsibilities, authorities and relationships.

Organizational Behavior
	The system of culture, leadership, communication, and group dynamics that determines an organization's actions.

Organizational Culture
	The written and unwritten rules that shape and reflect the way an organization operates.

Organizational Development
	The tools and skills that enable a board and staff to run a nonprofit organization effectively and efficiently. Those include: resource development, financial management, strategic planning, board recruitment and development, and communications.

Organizational Effectiveness
	The ability of an organization to fulfill its mission through a blend of sound management, strong governance, and a persistent rededication to achieving results.

Organizational Structure
	Arrangement of responsibilities, authorities and relationships between people. The formal system of working relationships within an organization, showing the reporting relationships between different functions and positions of the management and staff. This structure is often represented in the form of a diagram or chart.

OTS - Office of Technology Services
	Office of Technology Services

Outcomes
	The positive or negative changes that occur in conditions, people and policies as a result of an organization's or program's inputs, activities and outputs. Outcomes measure the effects on immediate customers, individuals and groups who are affected both directly and indirectly, and the wider community.

Outputs
	Products, materials, information or services provided to others (internal or external); the result of a process.

Ownership
	The recognized possession of rights and liability created or passed to an individual person who, through integrity and competent ability, is recognized and empowered to decide and act; willingly accepting responsibility as well as accountability.

Pareto Analysis
	A bar chart in which the bars are displayed by frequency, in descending order, identifying the most important defects.

Pareto Chart
	A graphical tool for ranking causes from most significant to least significant. It is based on the Pareto principle, which was first defined by J. M. Juran in 1950. The principle, named after 19th century economist Vilfredo Pareto, suggests most effects come from relatively few causes; that is, 80% of the effects come from 20% of the possible causes. The Pareto chart is one of the "seven tools of quality."

Pareto Principle
	The Pareto principle states that 80% of the impact of the problem will show up in 20% of the causes. (Originally stated: 80% of the wealth is owned by 20% of the people.) A bar chart that displays by frequency, in descending order, the most important defects. Proper use of this chart will have the cumulative percentage on a second y-axis (to the right of the chart). This chart-type is used to identify if the Pareto principle is evident in the data. If the Pareto principle is evident, about 20% of the categories on the far left will have about 80% of the impact on the problem.

Partnership/alliance
	Both a strategy and a formal relationship between a supplier and a customer that engenders cooperation for the benefit of both parties.

PDA - Personal Digital Assistant
	Personal Digital Assistant

PDCA - Plan-Do-Check-Act Cycle
	Plan-Do-Check-Act Cycle A four-step process for quality improvement. In the first step (plan), a plan to effect improvement is developed. In the second step (do), the plan is carried out, preferably on a small scale. In the third step (check), the effects of the plan are observed. In the last step (act), the results are studied to determine what was learned and what can be predicted. The plan-do-check-act cycle is sometimes referred to as the Shewhart cycle, because Walter A. Shewhart discussed the concept in his book Statistical Method From the Viewpoint of Quality Control, and as the Deming cycle, because W. Edwards Deming introduced the concept in Japan. The Japanese subsequently called it the Deming cycle. Also called the plan-do-study-act (PDSA) cycle.

PDSA - Plan Do Study Act
	See PDCA Cycle (Plan-do-check-act)

Performance Goal
	A specific statement of what is to be accomplished, how the goal will be met, when the goal will be met, and how achievement of the goal can be assessed or determined.

Performance Indicator
	A description of what is measured to determine the extent to which objectives and outcomes have been achieved.

Performance Measures
	Ways to objectively measure the degree of success a program has had in achieving its stated objectives, goals, and planned program activities.

Performance Standard
	Expectation of how often a job or task should be done right. An attitude that "I will do my job right the first time, every time" is such a standard. The metric against which a complete action is compared.

Performance Target
	The intended level of performance that is to be achieved within a specified period of time.

Performance-based Instruction
	Learning activities centered more on the acquisition of skills than on the acquisition of knowledge.

Policy
	An overarching plan (direction) for achieving an organization's goals.

Portfolio
	A compilation of achievement data, work samples, and evaluation instruments, etc.

Practical Application
	The way in which a student can apply one or more skills in some relevant context. (Example: Using basic math skills for checkbook writing.)

Practice
	The development of knowledge, skills and experiences for the purpose of the proficient execution of duties or activities associated with a discipline of creating or providing value. One of three "P" areas of focus for measuring and improving quality (Product, Process and Practice).

Proactive Learning
	i.e organizational changes that have been made on a more willful basis. This is learning which goes beyond the simple reacting to environmental changes

Problem Avoidance
	Causing non conformance not to happen. Problem avoidance involves planning, proofing, and regulating job processes, thereby eliminating opportunities for error.

Problem Solving
	The act of defining a problem; determining the cause of the problem; identifying, prioritizing and selecting alternatives for a solution; and implementing a solution.

Procedure
	Specified way to carry out an activity or a process. The steps in a process and how these steps are to be performed for the process to fulfill customer's requirements.

Process
	Set of interrelated or interacting activities which transforms inputs into outputs. A series of related activities which is designed to convert into a desired result. A series of actions that lead to a desired result. A set of interrelated work activities characterized by a set of specific inputs and value added tasks that make up a procedure for a set of specific outputs.

Process Improvement
	The application of the plan-do-study-act (PDSA) philosophy to processes to produce positive improvement and better meet the needs and expectations of customers (see "plan-do-check-act cycle").

Process Improvement Team
	A structured environment often made up of cross functional members who work together to improve a process or processes.

Process Management
	Also called Business Process Quality Management or Reengineering. The concept of defining macro and micro processes, assigning ownership, and creating responsibilities of the owners. Modifying, altering, reshaping, redesigning any business/production process, work method or management style to deliver greater value.The art of reshaping, an organization and belonging processes to attain optimal result, through continuous improvements within the organizational. The pertinent techniques and tools applied to a process to implement and improve process effectiveness, hold the gains and ensure process integrity in fulfilling customer requirements.

Process Map
	It is a hierarchical method for displaying processes that illustrates how a product or transaction is processed. It is a visual representation of the work-flow either within a process - or an image of the whole operation. Process Mapping comprises a stream of activities that transforms a well defined input or set of inputs into a pre-defined set of outputs. A good Process Map should: 1) allow people unfamiliar with the process to understand the interaction of causes during the work-flow, 2)contain additional information relating to the project i.e. information per critical step about input and output variables, time, cost, DPU value. Software programs utilized to create Process Maps include Microsoft Visio, SigmaFlow and iGrafx. For those individuals who may not have access to these packages, Process Mapping may be performed in Excel or Power Point. A type of flowchart depicting the steps in a process, with identification of responsibility for each step and the key measures.

Process Owner
	The individual(s) responsible for process design and performance. The process owner is accountable for sustaining the gain and identifying future improvement opportunities on the process. The person who coordinates the various functions and work activities at all levels of a process, has the authority or ability to make changes in the process as required and manages the entire process cycle to ensure performance effectiveness.

Product
	Result of a process. (May be services, software, hardware or processed materials, or a combination thereof.)

Professional Development
	The process of progressing in one's chosen career through continuing education and training.

Program Analysis
	The analysis of options in relation to goals and objectives, strategies, procedures, and resources by comparing alternatives for proposed and ongoing programs. It embraces the processes involved in program planning and program evaluation.

Project
	Unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost and resources.

Project team
	Manages the work of a project. The work typically involves balancing competing demands for project scope, time, cost, risk and quality, satisfying stakeholders with differing needs and expectations and meeting identified requirements.

QCB - Quality Center for Business
	Quality Center for Business

QCLC - Quality Community Linkages Council
	Quality Community Linkages Council

QM - Quality Management
	Coordinated activities to direct and control an organization with regard to quality. The application of a quality management system in managing a process to achieve maximum customer satisfaction at the lowest overall cost to the organization while continuing to improve the process.

QMS - Quality Management System
	Management system to direct and control an organization with regard to quality. A formalized system that documents the structure, responsibilities and procedures required to achieve effective quality management.

QODC - Quality Organizational Development Council
	Quality Organizational Development Council

QSLC - Quality Student Learning Council
	Quality Student Learning Council

QSSC - Quality Student Support Council
	Quality Student Support Council

Qualitative Data
	Also known as discrete data, is information that can be categorized into a classification. Discrete data is based on counts. Only a finite number of values is possible, and the values cannot be subdivided meaningfully. For example, the number of students taking Mathematics at San Juan College. Attribute data (aka Discrete data) is data that can't be broken down into a smaller unit and add additional meaning. It is typically things counted in whole numbers. There is no such thing as 'half a defect.' Population data is attribute because you are generally counting people and putting them into various catagories (i.e. you are counting their 'attributes').

Quality
	Degree to which a set of inherent (existing) characteristics fulfils requirements. A subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: 1. the characteristics of a product or service that bear on its ability to satisfy stated or implied needs. 2. a product or service free of deficiencies.

Quality Assurance
	Part of quality management focused on providing confidence that quality requirements will be fulfilled.

Quality Characteristic
	Inherent characteristic of a product, process or system related to a requirement.

Quality Council
	A group of faculty, staff and administration within given operational units who plan, implement, facilitate, and monitor the QUALITY PROCESS.

Quality Improvement
	Part of quality management focused on increasing the ability to fulfill quality requirements.

Quality Objective
	Something sought, or aimed for, related to quality.

Quality Plan
	A document or set of documents that describe the standards, quality practices, resources and processes pertinent to a specific product, service or project.

Quality Planning
	Part of quality management focused on setting quality objectives and specifying necessary operational processes and related resources to fulfill the quality objectives.

Quality Policy
	An organization's general statement of its beliefs about quality, how quality will come about and what is expected to result.

Quality Process
	A planned strategy that ensures all employees will be able to produce defect free work.

Quality System
	The organizational structure, responsibilities, procedures, processes, and resources for implementing quality management.

Quality System Review
	A formal evaluation by management of the status and adequacy of the quality system in relation to quality policy and/or new objectives resulting from changing circumstances.

Quality Tool
	An instrument or technique to support and improve the activities of process quality management and improvement.

Quantitative Data
	Continuous data without discrete, countable units. Quantitative data will be different depending on the types of questions you ask and the data you gather.

Random Sample
	A data point or set of values taken at random from the population of your process.

Real Life Application
	The way in which a student can apply skills in meaningful real life situations. (Example: Using basic math skills with personal checking account.)

Recognition
	Formal or informal acknowledgment of a gift or contributed services, an event, communication, or significant item honoring a gift or a service.

Requirement
	Need or expectation that is stated, generally implied or obligatory.

RETC - Regional Energy Training Center
	Regional Energy Training Center

Retention
	Keeping quality staff members, volunteers, and board members involved in an organization for the long term.

Review
	Activity undertaken to determine the suitability, adequacy and effectiveness of the subject matter to achieve established objectives.

ROI - Return On Investment
	Return On Investment

Root Cause
	An identified reason for the presence of a defect or problem. The most basic reason, which if eliminated, would prevent recurrence. The source or origin of an event. A factor that, if changed or removed, will permanently eliminate a non conformance. A factor that caused a nonconformance and should be permanently eliminated through process improvement. A root cause analysis is the study of original reason for nonconformance with a process. When the root cause is removed or corrected, the nonconformance will be eliminated.

SAB - Student Assessment Binder
	The Student Assessment Binder is a collection of assessments used to demonstrate and evaluate students' progress. The SAB provides evidence of student mastery of each performance level in the ten content areas. The SAB establishes accountability of student learning to the public.

School-to-work
	A system of school-based learning, work-based learning and activities connecting the two in order to prepare youth for the high-wage, high-skill careers of the global economy.

Scorecard
	A scorecard is an evaluation device, usually in the form of a questionnaire, that specifies the criteria your customers will use to rate your business's performance in satisfying their requirements. A scorecard is an evaluation device, usually in the form of a questionnaire, that specifies the criteria customers will use to rate your business's performance in satisfying their requirements.

Scoring Guides
	The scales used to measure the level of quality of a product or performance. They may range numerically from 1 to 6, or may be descriptive, (e.g., no effort, developing, proficient, or advanced). Students are often asked to evaluate their own work with a scoring guide. Scoring guides tied to the standards help eliminate subjectivity, help teachers focus on what is essential, and communicate expectations to students and parents.

Service Learning
	(1) The combination of community service with formal educational or learning experience, enabling volunteers to draw lessons about their community service experience. Learning activities are generally integrated into a school's academic curriculum. (2) The opportunity to learn skills during the course of service.

Seven Tools of Quality
	Tools that help organizations understand their processes to improve them. The tools are the cause and effect diagram, check sheet, control chart, flowchart, histogram, Pareto chart and scatter diagram (see individual entries).

Six Sigma
	Quality process, developed at Motorola, focused on reducing defects to a six sigma level (3.4 defects per million parts; 0.00034%), for all practical purposes zero defects. A methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale and quality of product.

Skills Assessments
	Demonstration of knowledge and skills through basic recall of facts and specifics in a traditional fashion.

SLOA - Student Learning Outcomes Assessment
	Student Learning Outcomes Assessment

Staff Development
	The activities of an organization or supervisor which are designed to improve the skills, motivation, and qualifications of employees.

Stages of Team Growth
	Four stages that teams move through as they develop maturity over time: forming, storming, norming and performing.

Standard
	The metric, specification, gage, statement, category, segment, grouping, behavior, event or physical product sample against which the outputs of a process are compared and declared acceptable or unacceptable.

Standards
	Standards are clear and challenging expectations (targets) based upon input from parents, community members, business leaders, educators, State and National Standards, and current research.

STEM - Science, Technology, Engineering, and Mathematics
	Science, Technology, Engineering, and Mathematics

Strategic Planning
	Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. A complex, ongoing, and future-focused process of organizational change based on trends and analysis of internal and external data. Strategic planning aims to change the way an organization thinks and operates by creating a learning organization. The process by which an organization envisions its future and develops strategies, goals, objectives and action plans to achieve that future.

Strategies
	The methods that the organization will use to deliver services and implement activities in order to achieve its goals.

Stretch Goals
	A set of goals designed to position the organization to meet future requirements.

Student Self-Assessments
	Student directed assessments of knowledge and skills of a particular Standard and level.

Survey
	The act of examining a process or of questioning a selected sample of individuals to obtain data about a process, product or service.

SWOT Analysis - Strengths, Weaknesses, Opportunities and Threats
	An analysis of an organization's Strengths, Weaknesses, Opportunities and Threats. A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the organization usually can be classified as strength (S) or weaknesses (W), and that external to the firm can be classified as opportunity (O) or threats (T). Such an analysis of the strategic environment is referred to as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the organization's resources and a capability to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and selection.

Synchronous Training
	Student and instructor participate in a training program at the same time.

System
	Set of interrelated or interacting elements. A group of interdependent processes and people that together perform a common mission.

Systems Thinking
	Any process of estimating how organizational policies and actions influence the state of the organization as a whole.

Targets - (AKA: indicators, bullets, benchmarks)
	Objectives that have been broken down into smaller units and restated in numerical terms. Specific standards of achievement at each level within the developmental assessment.

Task
	A specific, definable activity to perform an assigned piece of work, often finished within a certain time.

Task Analysis
	An examination of all the duties and activities carried out by an individual employee to determine the required skills, knowledge, attitudes, resources, and risks involved with each task.

Team
	A group of individuals organized to work together to accomplish a specific objective. A group of two or more people that, when working together, produce results that are greater than what the individuals could produce working alone. Teams are accountable to each other and the organization. They increase accountability, productivity, and morale when they are run efficiently.

Team Building
	(1) The process of team members commiting to work together toward the same end, even though each member may participate in different ways. (2) Activities that promote mutual accountaibility and social bonds between team members.

Team Leader
	Each work group is supervised by a Team Leader, who is responsible for maintaining optimal quality and productivity.

TEC - Technology Education Center
	Technology Education Center

Technology-based Learning
	All uses of a computer in support of learning, such as tutorials and online training modules.

Timeline
	The designated period of time in which activities will occur and the chronological sequence of these activities.

TLC - Teaching and Learning Center
	Teaching and Learning Center

TOC - Theory of Constraints
	Theory of Constraints Also called constraints management, it is a set of tools that examines the entire system for continuous improvement. The current reality tree, conflict resolution diagram, future reality tree, prerequisite tree and transition tree are the five tools used in its ongoing improvement process.

Total Quality
	A strategic integrated system for achieving customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization's processes.

TQM - Total Quality Management
	Total Quality Management A term initially coined by the Naval Air Systems Command to describe its Japanese style management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.

Training
	To make proficient with specialized instruction and practice.

Trend
	The graphical representation of a variable's tendency, over time, to increase, decrease or remain unchanged.

Trend Charts
	Trend charts allow a company to engage in visual management. They typically display the value of a quantifier through time, together with a goal line.

Validation
	Confirmation, through the provision of objective evidence, that the requirements for a specific intended use or application have been fulfilled.

Validity
	The ability of a feedback instrument to measure what it was intended to measure; also, the degree to which inferences derived from measurements are meaningful.

Value Adding Process
	Activities that transform input into a customer usable output. The customer can be internal or external to the organization.

Value Statement
	The core beliefs that shape the vision and guide the organization's day-to-day actions.

Value-Added
	To be a value added action the action must meet all three of the following criteria: 1) The customer is willing to pay for this activity. 2) It must be done right the first time. 3) The action must somehow change the product or service in some manner. You will need to look for the "7 elements of waste" and when categorizing need to break out your % split into: % True Value Added, % True Non Value Added, and % Necessary Waste (i.e legal requirement). If your processes are typical then the %VA will be less than 5%. The parts of the process that add worth from the perspective of the external customer.

Values
	The fundamental beliefs that drive organizational behavior and decision making. Principles, standards, or qualities considered worthwhile or desirable.

Verification
	Confirmation, through the provision of objective evidence, that specified requirements have been fulfilled. The act of determining whether products and services conform to specific requirements.

Virtual Team
	Remotely situated individuals affiliated with a common organization, purpose or project who conduct their joint effort via electronic communication.

Vision
	An overarching statement of the way an organization wants to be; an ideal state of being at a future point.

Vision Statement
	Describes the organization's preferred future.

Vital Few
	Derived from the pareto chart, the term indicates that many defects come from relatively few causes (the 80/20 rule).For example, 20% of the people in the country make up 80% of the wealth of the country. Vital Few: These are the few (20%) independent variables (X's) which contribute to maximum (80%) of the total variation. These are identified through Pareto Charts and Design of Experiments.

Work environment
	Set of conditions under which work is performed.

Work Team
	A team comprising members from one work unit. Also called a "natural team."

World-class Quality
	A term used to indicate a standard of excellence: best of the best.

Zero Defects
	A performance standard and methodology developed by Philip B. Crosby that states if people commit themselves to watching details and avoiding errors, they can move closer to the goal of zero.