Chapter 13: Leading Public & Volunteer Organizations Flashcards
What are the three needs that motivate people to volunteer?
- Affiliation
- Achievement
- Power
Title, purpose/objective, location, key responsibilities, volunteer supervisor + contact info, qualifications, time commitment, training/support provided, benefits
The key components of a volunteer position description
- Motivate volunteers before the project
- Engage volunteers during the project
- Reflect after the project
The 3 goals of volunteer retention
Doing something for the sake of the activity (inner benefit)
Intrinsic
Doing something for an expected payoff (outer benefit)
Extrinsic
- Everyone knows what the organization stands for and represents
- Everyone knows their role
- Everyone knows where to get needed information
- Everyone gets feedback
Four assumptions that can hinder success of volunteers in an organization
- Active Listening
- Mentoring
- Public Dialogue
- Evaluation & Reflection
4 arts that can contribute to the success of volunteer organizations
Recognize or else; give it with a variety of methods, give it to person, not work; give it consistently; give it in an individual fashion; give it frequently; give it honestly; give it appropriately to the achievement; give it on a timely basis; give it for what you want more of
Rules for volunteer recognition
Email, cards, b-day cards, social events, newsletter pics, bulletin board, swag, coffee/lunch
Recognizing volunteers in the every day event category (1)
___ of the month, social events, local radio/TV, “promotion,” nominate for outside awards, articles, letter to employer, celebrate, anniversaries, training, more responsibility, slideshow
Recognizing volunteers in the intermediate event category (2)
Annual recognition events, service awards, more responsibility/new title, banner, make them trainers/planners, donation in their name, outing for free
Recognizing volunteers in the large-scale event category (3)
Level 1: Financial Competence
Level 2: Accountability
Level 3: Reciprocity
Level 4: Respect
Level 5: Integrity
Five levels in the ethical hierarchy of behavior for organizations
Wise asset management in non-profit organizations
Financial Competence
Openness and honesty in non-profit organizations
Accountability
Affiliation in and outside of non-profit organizations
Reciprocity
Esteem of non-profit organizations
Respect
Self-actualization of non-profit organizations
Integrity (level)
Incorruptibility; completeness of commitment to ethical behavior
Integrity
PTL Ministries (Jim Bakker)
American Cancer Society (Ohio Div.)
Carl and Florence King Foundation (Carl Yeckel and Thomad Vett)
Hale House (Lorraine Hale)
Examples of non-profit organizations that have suffered ethical scandals
- Legal mandates for reporting
- Independent watchdog groups
- Rules and regulations regarding financial management
External controls that can force non-profit organizations to act ethically
How open & visible organizations are in dealing with various stakeholders; and also within the org., how transparent & candid they are
Transparency
What finance report are non-profit agencies, including CAP, required to publish annually?
IRS Form 990
- greater connection by staff to the financial big picture
- reduced complacency
- more creative solutions
- organizational consistency and stability
- faster, more efficient execution
Benefits of having transparent communication within an organization
- Make sure senior leadership is aligned
- Close the perception gap between senior leadership and middle managers
- Help people understand the true financial impact of decisions
- Put mechanisms in place for communicating vital issues to frontline employees
- Prepare managers to answer tough questions
- When you have bad news, treat employees like adults
- Keep people posted; when something changes, let people know
7 steps organizations can take to become more transparent
The organization and direction of resources to achieve a desired result
Management
- EPA - Doug Costle, Director
- American Motors - Roy Chapin, CEO
Organizations and managers the author used to contrast the differences in public and private management
- STRATEGY
1. Establishing objectives and priorities
2. Devising operational plans - MANAGING INTERNAL COMPONENTS
3. Organizing and staffing
4. Directing personnel and personnel management
5. Controlling performance - MANAGING EXTERNAL COMPONENTS
6. Dealing with “external” units
7. Dealing with independent org.
8. Dealing with the press & public
The functions of general management
- Time Perspective
- Duration
- Performance Measurement
- Personnel constraints
- Equity and Efficiency
- Public vs Private Processes
- Role of Press & Media
- Persuasion and Direction
- Legislative and Judicial Impact
- Bottom Line
Key differences in managing public and private organizations
Describe the constitutional difference between public and private management
In business, the functions of general managent are centralized: CEO
In govt., the functions are constitutionally spread among competing institutions
