Managing People and Leadership. Strategic Positioning and Marketing. Flashcards
Different approaches to leadership
- Leaders are born
- Leaders are trained
- Leadership as a process when one individual exercises influence over others
Two dimensions of leadership style (behavioral approach)
- Supportive behavior (consideration) - praising, listening, linked to satisfaction
- Directive behavior (initiating structure) - telling and showing people what to do, when to do it, how to do it, and providing frequent feedback on results
linked to performance
Situation Leadership
directive behavior, supportive behavior Delegating (4) Participating (3) Selling (2) Telling (1)
Transformational Leadership (process approach)
- Emphasis on developing personal relationships
- Appealing to shared values and ideals
Works when: no formal power, no resources to be exchanged, high motivation of stakeholders is crucial for success
Transformational Leadership Model
Build commitment to the vision, develop/communicate a strategic vision, encourage experimentation, model the vision
Developing an ethical orgaization
individual integrity (autonomy) and institutional integrity (authority)
Ethical Orientation
From low to high:
Opportunists/Immoral managers
Pragmatists/Amoral managers
Idealists/Moral managers
Why people fail to be ethical?
- Unawareness and insensitivity
- Moral blindness, internal rationalizations, false assumptions - Selfishness - lack of readiness to sacrifice one’s interest, self indulgence, self-protection
- Defective reasoning - mistakes in evaluation
- Overestimation of the costs of doing the right thing
- Underestimation of the cost of unethical conduct
Moral Silence in Organization - Key Issues
- Failure to speak a common language - diff goals and roles among departments/people
- Obedience to authority - they know better, I can’t say no
- The lesser of two evils - pressure to choose between two unethical options
- Group thinking - social proof phenomenon, loyalty, & group
NPO’s stakeholders
Governing board, CEO, management team, paid staff, volunteers, advisory boards, auditing committees
Governing Board in NPO
- Establishes and supervises compliance of values, mission, and vision
- Approves strategy
- Appoints, supports and evaluates the CEO
- Safeguards legal compliance, accountability and financial stability
Motives vs Orientation in Management
Orientation: Shareholder model, Stakeholder Model
Motives: self-interest (instrumentally rational), normative/moral duty (value rational)
Shareholder Model x Self-interest: Productivism
Stakeholder Model x Self-interest: Progressivism
Shareholder Model x Normative/Moral Duty: Philanthropy
Stakeholder Model x Normative/Moral Duty: Pluralism
Leadership vs Management
Leadership: long-term, purpose, relationship, motivation & inspiration to change
Management: short/mid-term, rules, processes, performance, & efficiency
Drivers of wages in NPOs
Higher:
- weaker internal control
- responsibility is spread
- no base to calculate
Lower:
- lower average budgets
- higher public control, pressure on transparency
- competition
Motivation crowding theory
external motivators such as monetary incentives or punishments can undermine internal motivation
Volunteering
higher satisfaction, simply because if unsatisfied will not volunteer
Psychological motivations to volunteer
- values
- understanding
- social
- career
- protective
- enhancement
Predictors for volunteering - international perspective
- personal factors
- psychological factors
- cultural factors
best practices for volunteer management
prepare carefully, recruit and hire volunteers as if they were employees, recognize and reward as if they were donors
Marketing definition for NPO
Building relationships with specific stakeholders that create desired action, which aligns with the organizational mission in tangible and measureable ways.
Marketing Process
Set goals, strategy, target, groups Prepare marketing program Build relationships Create impact Measure & Understand
Strategic planning - goal setting
Outputs, Outcome, Impact
Outputs
- value/# of services delivered
- # of events organized
- # of participants served
- # of promo materials delivered
Outcomes
- # of new beneficiaries, donors, volunteers, memebrs
- knowledge transfer
- change of attitudes and behaviors, improved condition
Impact
- homeless ratio decrease, crime ratio decrease, unemployment ratio decrease
Target groups
- stakeholders: clients, beneficiaries, donors
- segmentation
- choosing the segment as target group
Market Segmentation Criteria
Geographic, demographic, psychographic, behavioral
NPO positioning
desired place of NPO offer/program in the minds of target stakeholders
NPO branding
- Name, term, sign, design, or a combo of these that identifies the org, or it’s offer
Operational Planning
product/service/program, distribution/program design, financial and non-financial costs, communication
Marketing - mix for NPO - 4Ps/4Cs
Customer Value (Product), Convenience (Distribution), Cost (price), Communication (Promotion)
Anonimous -> Personal
poster, leaflet, outdoor, mass media
impersonal message: website, social, crowd-funding platforms
Personalized message - making direct connections with carefully targeted individuals using databases
NPO Positioning Model
Mission Values > Sources of Competence > Features > Rational Benefits > Cognitive Benefits > Emotional Benefits > Personality
Rational Elements
Emotional Elements
Personality
