Консультационный или консультативный как правильно: Как правильно: консультативный или консультационный график?

КОНСУЛЬТАЦИОННЫЙ — это… Что такое КОНСУЛЬТАЦИОННЫЙ? 

КОНСУЛЬТАЦИОННЫЙ

КОНСУЛЬТАЦИОННЫЙ

КОНСУЛЬТАЦИО́ННЫЙ, консультационная, консультационное (спец.). прил. к консультация. Консультационное бюро. Консультационная плата. Консультационное совещание.

Толковый словарь Ушакова. Д.Н. Ушаков. 1935-1940.

.

Синонимы:

• КОНСУЛЬТАНТ
• КОНСУЛЬТАЦИЯ

Смотреть что такое «КОНСУЛЬТАЦИОННЫЙ» в других словарях:

• консультационный — консалтинговый; совещательный, экспертизный, консультативный, экспертный Словарь русских синонимов. консультационный прил., кол во синонимов: 5 • консалтинговый (2) • …   Словарь синонимов

• консультационный — КОНСУЛЬТА ИЯ, и, ж. Толковый словарь Ожегова. С.И. Ожегов, Н.Ю. Шведова. 1949 1992 …   Толковый словарь Ожегова

• Консультационный — прил. 1. соотн. с сущ. консультация II, связанный с ним 2. Полученный в консультации [консультация II], характерный для неё. Толковый словарь Ефремовой. Т. Ф. Ефремова. 2000 …   Современный толковый словарь русского языка Ефремовой

• консультационный — консультационный, консультационная, консультационное, консультационные, консультационного, консультационной, консультационного, консультационных, консультационному, консультационной, консультационному, консультационным, консультационный,… …   Формы слов

• консультационный — консультаци онный …   Русский орфографический словарь

• консультационный — …   Орфографический словарь русского языка

• консультационный — Syn: консалтинговый …   Тезаурус русской деловой лексики

• консультационный — см. консультация; ая, ое. К ое совещание. К ое бюро. К ая помощь …   Словарь многих выражений

• консультационный — консульт/аци/онн/ый …   Морфемно-орфографический словарь

• Консультационный режим — в экспертных системах интерактивный режим эксплуатации базы знаний, при котором пользователь продвигается к решению задачи. См. также: Экспертные системы Финансовый словарь Финам …   Финансовый словарь

консультационный — Викисловарь

Морфологические и синтаксические свойства[править]

падеж		ед. ч.			мн. ч.
		муж. р.	ср. р.	жен. р.
Им.		консультацио́нный	консультацио́нное	консультацио́нная	консультацио́нные
Рд.		консультацио́нного	консультацио́нного	консультацио́нной	консультацио́нных
Дт.		консультацио́нному	консультацио́нному	консультацио́нной	консультацио́нным
Вн.	одуш.	консультацио́нного	консультацио́нное	консультацио́нную	консультацио́нных
	неод.	консультацио́нный			консультацио́нные
Тв.		консультацио́нным	консультацио́нным	консультацио́нной консультацио́нною	консультацио́нными
Пр.		консультацио́нном	консультацио́нном	консультацио́нной	консультацио́нных
Кратк. форма		консультацио́нен	консультацио́нно	консультацио́нна	консультацио́нны

кон-суль-та-ци-о́н-ный

Прилагательное, относительное, тип склонения по классификации А. Зализняка — 1*a.

Корень: -консульт-; суффиксы: -аци-онн; окончание: -ый ^{[Тихонов, 1996]}.

Произношение[править]

• МФА: [kənsʊlʲtət͡sɨˈonːɨɪ̯]

Семантические свойства[править]

Значение[править]

1. связанный, соотносящийся по значению с существительным консультация; предназначенный для консультаций ◆ Отсутствует пример употребления (см. рекомендации).

Синонимы[править]

Антонимы[править]

1. —

Гиперонимы[править]

Гипонимы[править]

1. консалтинговый

Родственные слова[править]

Этимология[править]

От сущ. консультация, далее из лат. consultatio «совещание», далее из consultare «совещаться», фреквент. от consulere «совещаться, обсуждать», далее из cum (варианты: com-, con-, cor-) «с, вместе» + *selere «созывать (совет)» (восходит к праиндоевр. *sal- «брать, схватывать»).

Фразеологизмы и устойчивые сочетания[править]

Перевод[править]

Библиография[править]

90000 THE ROLE AND VALUE OF AN EFFECTIVE ADVISORY BOARD • 90001 90002 90003 An effective advisory board, properly composed and structured, can provide non-binding but informed guidance and serve as a tremendous ally in the quest for superior corporate governance. This author, a lawyer with significant experience on boards of directors, offers a helpful blueprint for establishing an effective advisory board. 90004 90005 90002 Nobody can build a great business alone, and whether it’s a start up or an established industry leader, having access to high-quality advice can enhance an organization’s odds of success.Entities seeking advice can obtain it from a board of directors, consultants or networks of one sort or another. Increasingly, attention is being given to advisory boards. This article discusses the role of these boards, how they should be structured and organized, and their value to an enterprise. 90005 90008 Why have an advisory board? 90009 90002 Enterprises considering setting up an advisory board must answer a key question: «Why are we establishing an advisory board and what do we want out of it?» The enterprise may be seeking assistance with anything from marketing to managing human resources to influencing the direction of regulators.Thinking carefully about an advisory board’s purpose will ensure that it will be structured to maximize its contribution to an organization’s success. 90005 90012 Private company 90013 90002 For many entrepreneurs, the decision to involve outsiders in their business may be a wrenching step. Some simply do not want to dilute their control by establishing a board of directors with formal responsibilities and authority. However, the introduction of an advisory board can help some come to terms with this decision, by enabling an entrepreneur to feel comfortable with the business of providing information to, and accepting advice from, an external group.90005 90002 There is a particular variation of this issue. Multinational companies may benefit (in organizational, tax or other ways) from having a local company carry on their business in a particular foreign jurisdiction. However, that same multi-national may be reluctant to cede meaningful authority to an outside group of directors of the local company. In such a case, an advisory board can address the realities of operating in a different location, with different cultural and business norms and perhaps in a different language, without any loss of control.90005 90002 An advisory board can serve as a feeder group for a board of directors. The latter functions well when (among other things) it is comprised of individuals whose chemistry is good and who have the skills appropriate to the needs of the business. But the development of an effective board of directors is a long-term project. In the interim, it may be helpful to observe the nature of contributions that individuals can make, and the extent of their commitment, on an advisory board, before appointing them to a board of directors.90005 90002 The smaller advisory board can, in certain cases, work more effectively than the larger board of directors. While views differ on the optimal size of a corporate board, and while different sizes are appropriate to different companies at varying stages of their lifecycles, all companies face limitations on board size. There may well be input that is required, or that is required for a defined period, that can be sought from particular individuals on an advisory board rather than allowing the board of directors to grow to an unmanageable size.90005 90012 Formalizing advice 90013 90002 People driving enterprises often find that their jobs are lonely. For some, the issue may be that they have yet to build trust in any person or group to provide ongoing, meaningful guidance. For others, the complexity and speed of their business makes it difficult to reach out for help on any particular topic. In these and similar cases, advisory boards provide the degree of consistency, longevity and background knowledge that can allow advisory board members to know enough and have enough interest that they can advise reliably on particular issues.Having an advisory board position and receiving compensation for the position (or being committed in some other way) help to ensure that a request for assistance will be taken seriously and that thoughtful advice will be provided. 90005 90002 90027 90005 90008 Safe harbours 90009 90002 Advisory boards provide safe harbours for executives who may be able to test -drive options before they are forced to be more definitive and assertive before a board of directors, which assesses the CEO and establishes his or her compensation.A CEO may feel more comfortable expressing partially defined or tentative views before a group whose sole purpose is to provide advice. For the same reason, an advisory board may also serve as an instrument of change, both as a sounding board for senior executives, and as a body that can inspire change in cases in which comparable suggestions from the board of directors might suggest a lack of confidence in the senior management team. 90005 90002 Advisory boards may also be needed, as a practical matter, in certain deal structures.For instance, investors in limited partnership vehicles may require a voice in business operations, but may not wish to lose the benefits of limited liability by «participating in the management» of the business directly. Advisory boards are used frequently in cases of this sort, to bridge the gap. 90005 90012 Focused input 90013 90002 An enterprise may need advice on a particular aspect of its business (such as marketing, product direction, customer service or contact network expansion). An advisory board is created to address that particular issue only, without the need to express an interest in or to pay attention to the other aspects of the business (which a board of directors must also consider).The advisory board can focus directly and solely on the issue (s) for which it has been created, as opposed to engaging in much of the ritual that accompanies board of directors proceedings (minutes, formal approvals, ratifications, etc.). 90005 90012 Customer / competitor issues 90013 90002 An advisory board can help alleviate customer / competitor issues that may arise for a board of directors. There are sensitivities involved in being completely candid about your business before a board of directors when that board also includes customers.The issue can arise in the context of the customer versus your enterprise, but it can also surface as one that is between customers if they are on the board. 90005 90012 Commitment 90013 90002 Dealing with advisory boards may be less time-consuming than dealing with boards of directors. The latter will typically meet at least four times a year, often more frequently; board committee meetings require additional time. A typical advisory board will meet only once or twice a year. Advisory board meetings can also be shorter, as the range of issues it deals with may be narrower than the range before the board of directors.90005 90002 The issue of advisory board compensation is addressed further below. Suffice it to say here that this compensation will almost always be substantially lower than those required for corporate directors and than those that would be charged by comparably-skilled consultants, who would not be as consistently committed, in any event. 90005 90002 However, as noted below, if the desired benefit is to be obtained from an advisory board, the enterprise is well served by considering carefully the nature of the investment that must be made in terms of time, organization and cost; the commitment may well need to be substantial.90005 90012 Fiduciary duty / liability issues 90013 90002 Advisory boards can address fiduciary duties and other liability concerns. Directors expose themselves to a variety of legislated liabilities (responsibility for unpaid wages, unpaid taxes, environmental damage, etc.) and to fiduciary and other duties that can lead to civil or regulatory liability. It is most unlikely that an advisory board member could be subject to duties of this sort. While concerns are sometimes expressed about the liabilities of advisory board members, I am unaware of any situation in which that liability has come home to roost.The legislated responsibilities apply to corporate directors only. An advisory board would have to take a much more active role in the management of a business than should ever be contemplated before there could be any realistic risk that non-statutory liability could be attached to advisory board members as such. Accordingly, qualified individuals who may not be prepared to expose themselves to director responsibilities might well be encouraged to assist enterprises as advisory board members. 90005 90002 Advisory boards operating around limited partnerships represent a distinctive and different case, in which liability (through the loss of limited partners ‘limited liability) can be a serious risk.However, the practice of how advisory boards function in these cases is well developed, and the risk is therefore obviated there too. 90005 90008 Creating and operating advisory boards 90009 90002 In order to achieve the desired benefits, it is essential to understand who is trying to achieve what from an advisory board. A secondary question is how the business of the board should be conducted. The following issues need to be addressed. 90005 90012 Mandate 90013 90002 The enterprise and the advisory board must understand what is being sought from the advisory board and its individual members.This begins by determining just who is to be advised. The board could well be an advisor to (for instance) the CEO or Chairman, a subsidiary or division president, some other senior executive, or the board of directors generally, or it could serve as a focus group for marketing, product development, sales techniques or other aspects of the business. The nature of what is sought should determine the type of people who will comprise the advisory board and the manner in which they need to be equipped and committed to discharge their duties.90005 90002 There is also the related question of what sort of advice is to be sought. Different people will be appropriate for different tasks, and the «equipment» required to perform well varies by task. 90005 90002 A lack of definition in either of these two aspects of the advisory board’s mandate is likely to lead to a disorganized board that will, at best, provide less value per dollar or hour invested than a well-mandated one and, at worst, will ensure a frustrating waste of time for the enterprise and the advisory board members.90005 90002 Care must be taken to avoid confusion at the boundary between advisory board and board of director activities. A board of directors could feel disenfranchised when a CEO and the advisory board make a decision that is clearly in the directors ‘areas of competence. An advisory board, particularly one in a public company, must not be allowed to usurp the responsibilities and authority of the directors. An effective advisory board, providing non-binding but informed guidance, can be a tremendous ally in the quest for superior corporate governance.90005 90012 Focus 90013 90002 A board of directors has ultimate supervisory responsibility for all of the affairs of the enterprise. An advisory committee can have such a broad focus or a narrower one that focuses on a specific product feature. It is important to determine what the focus of the committee should be. 90005 90002 For instance, Algorithmics Incorporated, of which I am Chairman of the Board, is a world leader in enterprise risk software solutions. The company includes individuals who are skilled in software development, mathematics, financial engineering and risk analytics.Algorithmics determined that it would like to expand the breadth of advice beyond what its nine-member board of directors provides. It had to consider whether the advisory board proposed to achieve this should be drawn from one area of ​​interest or across as many as all of these areas. Ultimately, the company determined that what it wanted most was the benefit of customer and potential customer input on product and market direction. The individuals most able to provide this would be executives charged with enterprise risk management responsibility.These people often competed against each other, but all would share an interest in providing suitable risk management underpinnings to their businesses. This commonality of interest might help to ensure that the group would be pleased to get together once or twice a year with the CEO of Algorithmics. 90005 90002 90078 90005 90002 The company considered an advisory board that would also include people with skills in software development, mathematics and financial engineering. It also determined that the interests of risk managers might be different enough from the interests of others that the kind of interaction hoped for in the advisory board might not materialize.Algorithmics decided that if advice was required in any of these additional areas, it might make sense to establish other advisory boards comprised of individuals with similar interests only. While this is not the only answer to the question, it is one to address. 90005 90012 Size 90013 90002 An advisory board must be the right size. Like a board of directors, an advisory board should be built carefully, having regard to the current and nearer-term needs of the enterprise, and the chemistry of the board members and others with whom advisory board members will be working.As noted below, significant care and feeding is required in order for advisory board members to be effective. A board with more than the appropriate number of members will provide challenges in terms of delivering the ongoing information required to enable the board to be effective and in terms of organizing board meetings. It will often be best to begin with the advisory board leader and to grow the board from a fairly small size to its ultimate number. This can be done over time as skill and experience in managing the advisory board are developed.Group dynamics suggest a maximum size of eight or so (having regard to the need for enterprise people and other facilitators at meetings), unless the advisory board’s mandate requires more significant representation (as, for instance, with an advisory board created to represent a specific , and large, number of constituencies). 90005 90002 Issues of this sort also affect the manner in which advisory board members are recruited. Personal networks are quite likely to be effective here. The case for professional searchers, at least as far as that case depends on producing a board that is independent, is less compelling for an advisory board than it is for a board of directors.90005 90012 Meeting organization and frequency 90013 90002 An advisory board is, by definition, a group. Group functioning is affected significantly by how effectively the group’s activities are organized and directed. 90005 90002 Advisory board members are sought out because of their personal attributes. These attributes tend to make them attractive to others, and in most cases, they are busy people. If the advisory board is to be established on the basis of meetings (as opposed to, for instance, to one-on-one consultations with the CEO), it is important to schedule meetings well in advance.I recommend that a fixed meeting schedule meeting be established on a rolling 12- (or even 18) month basis, so that meeting dates for the next 12- (or 18) month period forward are always known. Emergencies can arise, but the risk of conflict is reduced by establishing meeting dates well in advance. 90005 90002 Advisory board members tend not to be continuously involved in the affairs of the enterprise they are called upon to advise. Accordingly, in order to be effective, advisory board members must be provided with suitable information.All too frequently, meetings are held with little or nothing distributed in advance, with the result that a significant amount of meeting time is taken up in providing background information. There is probably some benefit to having the leader of the advisory board make a data-dumping presentation of this sort, but it must necessarily be of less value than obtaining the feedback of the advisors, who have been convened for the purpose of providing their advice . That advice is likely to be more useful when it can be given after reflecting on materials delivered well in advance, rather than in immediate reaction to information conveyed for the first time at a meeting.90005 90002 90097 90005 90002 A corollary is that the material provided must be of an appropriate length, well organized, comprehensible on its own and informative. When material is lengthy, disorganized, confusing or inaccurate, advisory board members may read it the first time it is provided but, having discovered what it is, will tend to simply skim it on future occasions, awaiting clarification at the meeting itself (thereby defeating part of the purpose of providing the material in advance).The material must be detailed enough to provide a suitable foundation on which advisory board members are to act, but not be so detailed as to become unlikely to be read. Questions about the appropriate level of detail are suitable for discussion among advisory board members and those responsible for organizing their meetings early on in the board administration process. 90005 90002 Occasionally, concerns about confidentiality give rise to decisions to limit the amount of information, or at least information provided in written form, provided to advisory board members.In my view, if an enterprise is to have a useful advisory board, these concerns must be overcome in one way or another. Because advisory board members act in that capacity and not as corporate directors, it is possible to furnish them with information relevant to their jobs and to refrain from providing them with additional information that would be needed by corporate directors. Written confidentiality agreements may be helpful, not only as legal tools, but also to remind advisory board members of their commitments to confidentiality.In this regard, it may be a good practice to refresh confidentiality agreements annually or each time a significant new disclosure is made. 90005 90002 These scheduling and meeting material requirements must be addressed by a skilled administrator / corporate secretary function. Running an effective meeting is its own skill. An effective chair must be chosen and that chair must be committed to running effective meetings. A well-run meeting requires that an agenda be established and that adherence to the agenda be enforced.Time management is important. I find it to be useful, in circulating an agenda, to include proposed times for each agenda item and for the chair of the meeting to attempt to enforce these time limits unless there is a particularly good reason for exceeding them. A good chair must be somewhat interventionist, moving the agenda along but also moving opportunities to speak appropriately and fairly having regard to the personalities and potential contributions of advisory board members. 90005 90002 Battery Technologies Inc.( «BTI»), a company of which I was Chairman of the Board, operated a scientific advisory board for many years. BTI developed a rechargeable alkaline battery that has much the same performance on its first cycle as a throwaway alkaline battery, except that it can be recharged many times. One of the founders of BTI is a world leader in electrochemistry, and that individual organized a scientific advisory board comprised of interested colleagues from around the world. For years, the scientific advisory board met at about the same time as the annual general meeting of shareholders of BTI took place.Advisory board members attended and were pleased to greet their colleagues, hear of developments and contribute ideas to BTI’s scientific direction. BTI obtained valuable input from these board members and attained a degree of stature among its shareholders when it showcased the advisors at its annual general meetings. For no particular reason other than, perhaps, management’s preoccupation with other aspects of the business, the efforts required to organize advisory board meetings on a regular basis ceased to be exerted, and the scientific advisory board gradually faded away.90005 90012 Term of Membership 90013 90002 It is often difficult to recruit advisory board members: it is always more difficult to terminate their membership. Advisory board members tend to get comfortable with their positions, and to take initiatives to remove them as personal criticism. Accordingly, it may be useful to appoint members to a specific term (one, two or three years) so that an active step has to be taken to renew membership, rather than to withdraw it going forward. This issue might be particularly important when an advisory board is first being established (when the costs and benefits of the board have not yet been established clearly) or when expansion beyond well-known members is being contemplated.A variant that could be beneficial in some cases would be to convene a single advisory board meeting, to assess the value that the enterprise does in fact achieve, before committing the advisory board members or to the public to any more long-lasting structure. 90005 90012 Compensation 90013 90002 Advisory board members choose to serve an enterprise for a variety of reasons. These range from ties of personal loyalty to direct compensation. Lorus Therapeutics Inc., a company of which I was a director, had a medical and scientific advisory board for many years.The board’s mandate changed over the years, although it was never made entirely explicit. Initially, the advisory board seemed to be a resource available to management, which would discuss with its members issues ranging from the sorts of indications in which a new chemical compound might be useful to techniques for its manufacturing. One of the corporate directors was the leader of the advisory board, and he would report back in a very oblique and occasional fashion about what had been discussed.The board of directors evolved, and the advisory board has become a most important voice in key medical and scientific decisions that the company makes. As the board decides whether a particular compound is promising, how a new drug should be manufactured, whether to acquire a new technology, whom to approach as a potential multinational partner and a myriad of like issues, the voice of the advisory committee is sought by the board through a liaison director. The corporate board would be very slow to act in any of these areas if the advice of the advisory board were not supportive.90005 90002 Members have served on the Lorus advisory committee for the following sorts of «compensation»: 90005 90117 90118 The interests of science. Lorus is a company engaged in research and development involving virulent cancers, and it has attracted the interests of advisory board members who are engaged in similar research around the world. 90119 90118 Members have served on the Lorus advisory board for the prestige, camaraderie and personal networking benefits that are involved. 90119 90118 Lorus executives have encouraged friends and close colleagues to serve on a personal favour basis.90119 90118 Lorus advisory board members have been paid in cash or stock for their advisory board services. 90119 90118 Lorus advisory board members have served on the basis of having the costs associated with meetings (which are sometimes in interesting locations or held in conjunction with other scientific conferences) paid by the company. Sometimes Lorus has paid the costs of spouses ‘attendance as well. 90119 90118 Lorus advisory board members have received stock options in Lorus. 90119 90118 Lorus advisory board members have sometimes been retained as consultants, so that they, or research establishments with which they are associated, obtain direct financial reward from Lorus ‘activities.90119 90132 90002 Each of these types of «compensation» raises issues. Depending on the purpose of the advisory board, it may be important to focus on maintaining the interest of advisory board members, attracting the most high profile members, obtaining independent advice or addressing issues of cost (or cash cost). There is no single formula that is right as compensation for all advisory boards: each enterprise must consider the sorts of payment mechanisms described above, and their attendant benefits and risks.90005 90008 Commitment of Management / Leadership 90009 90002 An enterprise that wants to have an effective advisory board must spend time determining the mandate of that board, recruiting members, addressing compensation issues, organizing for and orchestrating effective meetings, paying for the services of advisory board members and dealing with the other matters noted above. The commitment must come from an appropriate point in the enterprise. If the advisory board is set up primarily to advise the CEO, the CEO’s involvement must be obvious and constant.If an advisory board is set up to assist in science or marketing, an appropriate individual, one who is willing to lend his or her name to the recruiting effort and to spend the time required to address the other issues, must be identified from that group . An advisory board that senses that there is an absence of commitment (whether by virtue of poorly organized meetings, frequently cancelled meetings, a leader who cancels his or her own attendance at the last minute, advice that is not transmitted or is ignored) will quickly become ineffective, as members will not prepare for meetings, not attend meetings or will not apply the degree of rigour required to provide their best advice.90005 90002 So here we come full circle to the purpose of creating an advisory board in the first place. Advisory boards can be helpful and fulfilling, or they can be a waste of time. In the end, you get out of them what you put into their creation, development and operation. 90005 .90000 Advisory Definition 90001 90002 An 90003 advisory 90004 is a regularly scheduled period of time, typically during the school day, when teachers meet with small groups of students for the purpose of advising them on academic, social, or future-planning issues. In some cases, other adults and staff members, such as guidance counselors or social workers, may act as advisors or participate in an advisory program. «Advisories,» as these meetings are commonly called, may be casual and loosely organized in some schools, or they may follow a prescribed curriculum and clear set of routines determined by school leaders, teachers, and students.Advisories may meet daily, multiple times a week, or only a few times a month. Advisory periods tend to be shorter than a typical class, perhaps as 20 or 30 minutes long, and they are often used as an alternative to more traditional homeroom periods. 90005 90002 The broad purpose of an «advisory period» or «advisory program» is to ensure that at least one adult in the school is getting to know each student well, making sure their learning needs are being met, and encouraging them to make good academic choices and plan for their future.Advisories are designed to foster stronger adult-student relationships and a stronger sense of belonging and community among students. While many advisories pair groups of students with individual teachers for a single school year (in this case, students would move on to a different advisor the next year), advisory programs may also pair students with the same teachers for multiple years (eg, all four years of high school). Proponents may argue that the most effective advisories tend to be well organized, scheduled frequently and during normal school hours, and focused on specific advisory objectives, such as providing academic assistance or guidance on planning for college and career goals after graduation.90005 90002 Depending on the priorities and structure of the program, students may receive guidance on a wide range of topics during an advisory period, including course selection, future planning, study skills, social problems, and outside-of-school learning opportunities. In addition to one-on-one conversations with a designated advisor, students may also participate in group discussions or team-building exercises intended to build stronger peer relationships and teach students the value of collaboration, constructive feedback, and healthy peer interactions.Some schools also use «peer advisories,» which pair students with peer advisors, which are typically older mentor students or peer tutors who can help fellow student with specific academic problems. 90005 90010 Reform 90011 90002 Advisories are one of many possible strategies that schools use to make sure that students do not «fall through the cracks» -that is, to ensure that their social, emotional, and academic needs are not being overlooked or left unattended. For this reason, advisories are often considered to be a form of personalized learning or academic support focused on helping all students succeed academically, stay in school, and make more informed educational decisions that will help them prepare for the future.90005 90002 Advisories may also be seen as reform strategy focused on using available school time more intentionally and purposefully. In many schools, advisories will take the place of traditional study halls and homeroom periods, which-in the view of some educators-are often underutilized as learning time or student-support opportunities. In schools that are experiencing high dropout rates, low academic achievement, or other indicators of poor performance, for example, educators may argue that these schools should not squander available time that could be used more effectively-i.e., to help students catch up academically, prepare for college, or receive guidance, mentoring, and academic assistance. Advisories are one of many strategies for using school time more productively. 90005 90002 While advisories may be used in all grade levels, they have become a common school-improvement strategy in high schools, where students have historically had more limited opportunities to build strong relationships with teachers and other adults in the school. 90005 90010 Debate 90011 90002 While the advisory concept is not typically controversial, it is a fairly common for specific advisory programs to become the objects of criticism, usually due to wide variability in the quality of their design or execution.As a reform strategy, advisory programs are often created with good intentions, but these periods can easily lapse into unfocused inactivity or socializing if they are not properly structured and monitored. For example, if school leaders fail to establish clear expectations and goals for advisory periods, or they fail to regularly monitor and evaluate how the time is being used and whether it’s being used effectively, both advisors and students may become confused about the purpose of an advisory and therefore critical of the program.If advisory periods are too infrequent or too short, or if too many students are assigned to an advisory group, adult advisors may also struggle to maintain focus and continuity, use available time effectively, or give students the attention they need. 90005 90002 In addition, teachers may not feel comfortable advising students on non-academic problems, or they may feel unprepared or unqualified to be advisors, particularly when it comes to addressing a student’s personal, social, emotional, or psychological problems.In these cases, teachers may argue that the advisory role is not part of their job description, and that advising students on non-academic issues should be the responsibility of trained professionals, such as guidance counselors and school social workers. 90005 90002 School leaders and educators may not support advisories for any number of reasons: some may perceive these programs to take instructional time away from the school day, for example, while others may become frustrated if an advisory program is either overly prescriptive or completely unstructured, which may require teachers to spend more time planning and preparing for advisories-a situation that can become problematic or contentious if teachers are already feel overworked because they are teaching large classes, teaching too many classes, or taking on additional professional responsibilities.90005 90002 As with any school-reform strategy, the success of advisories depends largely of the quality of their design and execution, and schools may need to provide relevant training or professional development to increase the likelihood that advisories will be effective. 90005 .90000 meaning in the Cambridge English Dictionary 90001 ADVISORY | meaning in the Cambridge English Dictionary 90002 Thesaurus: synonyms and related words .90000 advisory — це … Що таке advisory? 90001 90002 90003 90004 advisory 90005 — ad · vi · so · ry / əd vī zə rē / adj 1: having or exercising power to advise an advisory committee 2: containing or giving advice an advisory verdict Merriam Webster’s Dictionary of Law. Merriam Webster. Тисяча дев’ятсот дев’яносто шість … Law dictionary 90006 90007 90002 90003 90004 Advisory 90005 — Ad * vi so * ry, a. Having power to advise; containing advice; as, an advisory council; their opinion is merely advisory. [1913 Webster] The General Association has a general advisory superintendence over all the ministers and churches.Trumbull. … … The Collaborative International Dictionary of English 90006 90007 90002 90003 90004 advisory 90005 — (adj.) 1778; see ADVISE (Cf. advise) + ORY (Cf. ory). The noun meaning weather warning is from тисячі дев’ятсот тридцять одна … Etymology dictionary 90006 90007 90002 90003 90004 advisory 90005 — [adj] able, authorized to recommend advising, consultative, consultive, counseling, helping, recommending; concept 537 … New thesaurus 90006 90007 90002 90003 90004 advisory 90005 — ► ADJECTIVE ▪ having the power to make recommendations but not to enforce them … English terms dictionary 90006 90007 90002 90003 90004 advisory 90005 — [ad vī’zə rē, ədvī’zə rē] adj.1. advising or given the power to advise 2. relating to, or containing, advice n. pl. advisories a report or warning, esp. one issued by the National Weather Service about weather conditions … English World dictionary 90006 90007 90002 90003 90004 advisory 90005 — ▪ I. advisory ad‧vis‧o‧ry 1 [ədvaɪzəri] adjective existing to give advice or having the purpose of giving advice: • He is a member of Franklin s investment advisory board. • She resigned as president, but will continue in an advisory capacity…. Financial and business terms 90006 90007 90002 90003 90004 advisory 90005 — advisorily, adv. / Ad vuy zeuh ree /, adj., N., Pl. advisories. adj. 1. of, giving, or containing advice: an advisory letter from a stockbroker. 2. having the power or duty to advise: an advisory council. n. 3. a report on existing or predicted … … Universalium 90006 90007 90002 90003 90004 advisory 90005 — ad | vi | so | ry [ədvaızəri] adj having the purpose of giving advice advisory committee / body ▪ the Environmental Protection Advisory Committee advisory role / capacity ▪ He was employed in a purely advisory role … Dictionary of contemporary English 90006 90007 90002 90003 90004 advisory 90005 — ad | vi | so | ry1 [əd vaız (ə) ri] adjective * for the purpose of giving advice: an advisory board / committee / panel She acted in an advisory role.advisory ad | vi | so | ry 2 [əd vaız (ə) ri] noun count AMERICAN an official warning: a travel advisory … Usage of the words and phrases in modern English 90006 90007 90002 90003 90004 advisory 90005 — [[t] ædva͟ɪzəri [/ t]] advisories 1) ADJ: usu ADJ n An advisory group regularly gives suggestions and help to people or organizations, especially about a particular subject or area of ​​activity. [FORMAL] … members of the advisory committee on the … … English dictionary 90006 90007 .