ORGANISATIONAL MANAGEMENT

Transcription

1 This project is funded by the European Union ORGANISATIONAL MANAGEMENT The project is implemented by the Consortium of Podlaska Regional Development Foundation (Poland) and DAS.AM (Armenia)

2 CSO Context Analysis Session objectives: Identify the main trends in the CS development in Armenia Define the main points of the RA Law on NGOs Define the differences between an NGO and a Foundation

3 Group work - World café Themes Legal environment Funding Human resources Impact

4 CSOs in Armenia Since 1990s Constructed through foreign aid In 1997 the first Law on Public Organisations was adopted High number of registered CSOs (4,499 NGOs, 1,014 foundations and 219 legal entities unions as of July 2016), low number of active CSOs Changes in legal environment in 2016 (came into effect in 2017)

5 CSOs in Armenia NGO vs Foundation What is the difference?

6 NGO Non-Governmental Organisation Regulated by the RA Law on NGOs (latest amendments adopted in 2017) Membership based Operating based on the Statutes Allowed to generate income allowed by the Statutes and spend it for reaching statutory goals Allowed to establish profit making entities, e.g. LTD

7 Foundation Regulated by the RA Law on Foundations adopted on (last amendment adopted on ) Is created based on foundation s capital Non-membership based Allowed to generate income, if that is inline with the statutory goals

8 Strategic Plan Session objectives: Identify the importance of SP and its relation to management of an organisation Identify the main elements of a SP

9 Group Work Form 5 small groups 5 minutes for brainstorming on: Why do we need a Strategic Plan?

10 Main Elements of a Strategic Plan Situational analysis Vision, Values, Mission Strategic directions Goals and measurable indicators Action plan

11 Situational Analysis Established rationale for the organisation s work Similar to high level need assessment Should be done in a participatory manner with all the stakeholders of the organisation Detailed analysis will set the baseline for the strategy

12 Vision, Values, Mission Vision - clear and inspirational long-term desired change resulting from an organisation or program's work Values or principles are supporting in understanding the priorities and making decisions for achieving organisational goals Mission - declaration of an organisation's core purpose and focus

13 Vision State in the future you would like to reach through the impact brought by the organisation It should be written and communicated to the stakeholders

14 Vision Examples A just world without poverty A world where everyone has a decent place to live Marlow town council To make Marlow the most vibrant and attractive riverside town in the Thames Valley

15 Vision Examples We look forward to a world where every child experiences Jesus' promise of life in all its fullness Our vision is a world in which every child attains the right to survival, protection, development and participation We will become a world leader in connecting people to wildlife and conservation

16 Strategic Directions Translates Vision and Mission into action Focuses and groups the projects, builds synergies Sets targets and assures long term impact

17 Action Plan Makes strategic plan manageable and achievable Breaks down the strategic goals into smaller portions Must be part of any strategic plan

18 Assessment Tool Legal Status and Strategic Plan

19 CSO Governance Session objectives: Define governance body s main functions for a CSO Assess their own organisation for effective governance

20 Assembly The highest governing body for NGOs Meets at least every 5 years At least 50% of the NGO members should participate to have quorum

21 Assembly Final decision making power Ability to change statutes of the organisation Establishment of other organisations Approval of the organisation s structure Selection of the organisation s executive body, setting the pay rate Establishing other bodies of the organisation Adoption of Strategic Plan

22 Board Strategic leadership Monitoring Promoting Fundraising Advocating Other support

23 Board Member Understand the vision, mission, goals and targets Be able to explain vision, mission and goals to others Support the (senior) staff Monitor organisation s work Support organisation s work in terms of fundraising, advocacy, visibility, networking, etc.

24 Assignment Form 5 groups Each group writes a job description for Board member with the following focus: - Strategic leadership - Monitoring - Promotion of the organisation - Fundraising - Advocacy

25 Teamwork Session objectives: To explain the concept of teamwork Understand the dynamics of a team and how a team mentality will help them to work co-operatively together

26 Flow Theory Skill level Challenge level Author Mihály Csíkszentmihályi

27 Author Bruce Wayne Tuckman Team Formation Stages

28 Forming individuals functioning team Little or no interaction between members Frequent complaining Inability to focus discussions on relevant tasks Interest in persons rather the group

29 Storming Frustration Arguments Complaints about management and/or the viability of the project Questions about the knowledge or skill of individual team members and/or staff Defensiveness among colleagues

30 Norming Developing respect towards each other Establishing ground rules Group is more tolerant with each other Team members are used to work with each other

31 Performing Accomplishing great amount of work Involvement of everyone, active participation Working effectively, together toward common goals

32 Adjourning/Unforming/Backsliding In case of an end of a project Now What??? Separation anxiety The groups morale is getting lower Lower level of performance Lower level of motivation Anticipation of future events

33 Belbin Team Roles

34 Thinking roles Plant Comes up with new ideas Creative, has unique approaches and solutions Low level of interactions with the rest of the team

35 Thinking roles Monitor Evaluator Sober and objective thinking Sees all possible options Not inspiring other team members Can have negative attitude

36 Thinking oriented roles Specialist Has expert knowledge required for accomplishing the job Prefers individual work Likes to show off with the expertise Provides specific input Concentrates on technical details

37 Action oriented roles Shaper Dynamic, challenging Sets the working temp Likes to overcome obstacles Can offend other team members

38 Action oriented roles Implementer Hard worker, efficient, detailed oriented Likes to see progress Ready to support others Unhappy with long discussions Overly worried

39 Action oriented roles Completer Finisher Likes to go directly into action Follows deadlines Makes sure no errors appear in the work Aims for perfectionism Excessively worries and can make other team members worry Reluctant to delegate

40 People oriented roles Coordinator Takes the leadership role in the group Leads the group towards the goal Identifies competencies of other team members Calm and confident Can be perceived as using other team members

41 People oriented roles Team Worker Pays attention to all team members to be engaged Keeps the team spirit Aims for consensus Considers others feelings Decreases tensions in the team Creates comfortable environment Avoids confrontations Avoids hard decisions

42 People oriented roles Resource Investigator Active, open for communication Explores new possibilities, brings new contacts Overly optimistic Looses interest after initiation stage

43 Assessment Tool

44 This project is funded by the European Union ORGANISATIONAL MANAGEMENT THANK YOU! The project is implemented by the Consortium of Podlaska Regional Development Foundation (Poland) and DAS.AM (Armenia)