Glossary of terms for Development Management

M

Note: Within each definition, terms for which there are definitions elsewhere are highlighted.

Macro-economic analysis is a type of economic appraisal used in the development context in relation to economic (and social) benefits for society and to the financial feasibility of government support (e.g. in case of subsidies). It can inform us whether the promotion of certain economic activities through development programmes will (1) bring more benefits than costs for the society and (2) result in activities which can be financed in the long run. Macro-economic analysis is usually applied by economists in case of larger public investment programmes.

see also Financial analysis, Micro-economic analysis.

Management by Objectives (MBO)

Management which orientates all activities and resources to end / predefined objectives.

Matrix

A rectangular arrangement of elements or factors or concepts in rows and columns that together represent a single entity (e.g. a development project plan).

see also Project planning matrix (PPM)

Matrix organisation

An organisation whose positions are clustered into units by a combination of several clustering criteria (e.g. an international organisation working in different fields in various countries / continents). A matrix organisation best covers the complexity of reality, requires high efforts of co-ordination, promotes (and demands) solving of conflicts in a productive way and promotes creativity of staff (two dimensional thinking).

see also Multi-line organisation, Single-line organisation.

M&E

see Monitoring, Evaluation

MEA

see Monitoring, Evaluation

Means of Verification (MoV)

A technical term used in LogFrame planning to denote data sources for indicators (examples are annual reports, statistical surveys, census reports, bank statements, etc.). In a plan, MoVs indicate how to find evidence that objectives have been met and where to find the data required for each indicator. Indicators and MoV form the basis of the monitoring system of a development project or -programme. In practice, in a LogFrame planning workshop MoVs can only be defined provisionally; they are revised as the monitoring system is elaborated.

Metaplan

A system of visualisation and documentation using coloured cards (of varying shapes and sizes) pinned to pinboards. Frequently used in the facilitation of planning workshops. Metaplan allows for many contributions to be put forward in parallel / at the same time, making communication more efficient. It is used in order that all voices be heard equally (participants all write cards on issue under discussion), and to enable flexible tracking of discussion by a facilitator in moving and grouping cards.

Micro-economic analysis

A type of economic appraisal, micro-economic analysis is related to the economic and financial effects for a single business or operational unit (private enterprise, public organisation). It can inform us whether such a unit can survive and bring benefits to its members in the long run (thus achieving economic sustainability).Micro-economic analysis is usually applied in the identification of viable income-generating activities and for public support to private economic activities (e.g. promotion of small-scale enterprises).

see also Economic analysis, Financial analysis, Macro-economic analysis

Milestones

A term used in operational planning to identify intermediate targets. Milestones define the targets which are to be reached by activities or sub-activities. As the activities or sub-activities are listed in a consecutive order the completion of each activity may be seen as a 'milestone' on the way to achieving the relevant output. Milestones are the yardsticks for monitoring.

Mind-mapping

A method of tracking and visually documenting the development of an idea showing all relevant interlinked points. Done in such a way to reflect the architecture and thought patterns of the brain. Used as a visualisation technique by facilitators of workshops.

Modernisation and Growth Theories

Modernisation ("modern") is a recent (1960s) term to describe mainly socio-economic changes brought about by industrialisation. It contrasts with traditional = not industrialised. In development, modernisation theories perceived a gap between traditional socio-economic systems that were not (yet) industrialised / un-developed, and highly developed systems : development was synonymous with modernisation = lifting traditional systems up to the level of modern ones.

Monitoring

Monitoring involves observing and assessing achievements (of a development project or -programme for example), on an ongoing basis, and is an internal affair of a management team. Systematic observation and documentation of information on implementation, often based on the indicators and means of verification stipulated during planning, is carried out. It is distinct from the evaluation of a project by external agents. Monitoring is an instrument that continuously delivers information concerning the actual status of an undertaking to persons involved in the implementation process, including target groups and beneficiaries. Monitoring is often referred to in the context of the acronyms MEA (Monitoring, Evaluation and Adjustment) or M&E (Monitoring and Evaluation).

Mono-sectoral and Multi-sectoral

Development interventions originating from and focussing on one bottleneck perceived in a "traditional" system were called mono-sectoral. When it was discovered that such interventions tended to create bottlenecks in other sectors, there was reason for starting the identification of a development intervention without sectoral blinkers (multi-sectoral). In the meantime, it has become standard that identification needs to be multi-sectoral, whereas implementation relies - for the role of service provider - on sectoral agencies.

MoV

see Means of Verification

Multi-line organisation

A type of organisation with several superiors, where every superior is responsible for certain aspects only. Advantages of this organisational structure include: specialisation within management, short communication channels, and functional authority. The disadvantages include: conflicts about competence, insecurity, and controlling is often difficult.

See also Matrix organisation, Single-line organisation.