Management Plan Projects: Strategic Management Plans
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How do you develop a Management Plan--MP? The philosophy of your organization defines how you view management and how you want your organization to function. What will work best for, and best reflect the character of, your organization? If the organization is very small -- one or two people -- this may simply not be an issue. But if it's larger, what do you need and want? Is it important that the organization be extremely efficient, and that decisions can be made at the drop of a hat? Is it important that the organization be open, and that staff and others feel valued? You need to think carefully about what kind of model will get you what you want, and not get you what you don't want. Some common models are: 1) Classic hierarchy: Authority is top-down, typically from the director or board chair. As in the military -- a textbook example of a hierarchy -- there is a "chain of command." Everyone knows exactly where he is in that chain, from whom he takes orders, and to whom he can give them. In general, people can act only in a very limited sphere without instructions or express permission from above. 2) Democratic hierarchy: Final authority still resides at the top, but managers and administrators at all levels confer with those affected before making decisions. Many non-profits and some corporations operate in this way, with decisions made at the level of those who actually do the work and see the results. This model generally allows people the authority to oversee their own work, and encourages incentive. 3) Collaborative management: The whole group -- which usually includes all staff and may include participants as well -- takes part in major decisions, and everyone takes part in decisions which affect her directly. At the same time, everyone has enough authority to fulfil her own responsibility and do her job effectively. The collaborative model allows everyone to feel a sense of ownership in the organization. (A food co-op or other cooperative business often functions in this way, with everyone having a vote in major decisions.) A community-based literacy program with several sites was in danger of losing a large amount of funding because of state budget cuts. The organization convened a meeting to which all interested stakeholders, staff, students, board, and supporters were invited. The group discussed the situation and decided that the bottom line was that no sites should be closed, and that any cutbacks should reflect this thinking. The board and director took this decision as organizational policy, and made contingency plans accordingly. Even those staff members who were in danger of being laid off as a result of the cuts felt good about the decision because they knew it had been arrived at through careful discussion involving elements of every part of the organization, including themselves. (Funding ultimately came through, and no program cuts were necessary.) 4) Collective management: Everyone takes part in all decisions, and the organization is jointly "owned" by the whole collective as a unit. Usually, as a result, consensus (universal agreement) rather than a majority vote is needed for a decision to be made.
The issue about the consistency between the organization's philosophy and its MP has been the downfall of many an organization. Some organizations that are inconsistent on this matter simply fall apart amidst wrangling among staff, director, and board. Many more change to become exactly what they initially hoped never to be: dictatorial, or more concerned with income than with the services or support they provide to their target populations and the community. For an organization, as for an individual, living your principles is not a small matter. It is what defines you as either a respected and admired member of the community, or as a hypocrite who isn't worthy of attention. You simply cannot give too much thought to how your structure mirrors the principles of your organization: it could be a matter of life and death for the organization.
What your organization actually does is usually the reason it exists. Keeping careful track of what goes on and how is therefore fundamental to the success of the organization. Among the management necessities here are: Making sure that the organization's activities are carried out in the way they're meant to be; Tracking the results of what you do, and attempting to find ways to improve your effectiveness, even if it's already high; Evaluating the organization's activities, with input from staff, the target population, and, if appropriate, the community at large; Planning for change and improvement, based on evaluations and assessment of results; Continually reassessing the needs of the target population, the field, or whatever is appropriate, to make sure that what you're doing is, in fact, aimed at accomplishing what's necessary; Keeping up to date on best practices and processes, so that you can take advantage of new and proven ideas, methods, and techniques; Updating staff training as the organization's activities or methods expand or change.
If you're a new organization, and just forming, you'll need to make some serious choices. If you're designing a plan for an organization that's already operating, your choices may be easy or they may be even more difficult. Does your current model work for you? If the answer is "Not as well as we'd like," then you might consider making some changes. But how much can you change, and how fast? Before you make changes, it's important to negotiate them with those who'll be affected. If they don't agree to a new set of rules, you'll have a difficult time putting those rules in place. Try to look at change as a process that occurs over time. If you want to change the style or philosophical structure of your organization -- especially if you want to change it drastically -- you may have to start with small elements and work toward a larger change. That may seem frustratingly slow, but it may lead to better results in the long run. Although the number of models described in this section is limited, there are, in fact, infinite varieties combining aspects of two or more. The issue here is not what box you can fit into, but what you think will work for your organization, given the people involved and the work that needs to be done. You might want to be collaborative in some areas and not in others. Your board may set some, but not all, policy. Try to consider what results particular aspects of a model will have, and don't be afraid to try something new.
Roles and relationships are crucial to the smooth operation of the organization. There are a number of questions you need to ask as you define these in a way that suits your organization and gives you the results you want: 1) Where are the limits of everyone's authority? A classic problem in non-profit organizations of all sorts is the struggle for power between the director and the board. Such struggles are not inevitable -- in fact, many, perhaps most, organizations never experience them -- but they are common enough that avoiding them should be a priority. Good directors are usually strong individuals, and good boards are usually made up of strong individuals. If they all work together, they can create a powerful organization; if they wrestle for control, they can handicap, or even destroy, an organization. Therefore, clearly describing the scope and limits of everyone's authority is extremely important. 2) How and when are they expected to work together? On which, if any, issues is decision-making a shared process? Shared by whom? What are the lines of communication among them? (Can the board give instructions directly to staff, for instance? Can staff contact the board directly about issues in the organization? Or does all communication go through the director or some other specific person?) 3) How will disputes among them be resolved? Do board, director and staff agree about how the organization is run? Conflict in this area can quickly cripple an organization. A young organization that was essentially a collaborative had a board chair who had had considerable experience on the boards of other, more traditional, organizations. She viewed her role and that of the board in general, as "The Boss," and felt that it was her and their prerogative to dictate policy without discussion. The director, on the other hand, was passionate about the collaborative nature of the program, and saw the board as only one element of many in the governance structure. Although they were personally quite fond of each other, the clashes between board chair and director were monumental and often public. The conflict was difficult for everyone, and wasn't effectively resolved until the board chair's term ended, and she was replaced by someone much more sympathetic to the collaborative model. It was only at that point that the organization actually jelled, and was able to plan its future development. Spelling out the answers to these questions in job descriptions, board information, employee handbooks, etc. is one way to address this area of concern. Another is to be extremely careful to describe the roles and relationships when hiring a director or staff person, or when taking on new board members. Most important is to try to hire people who share the organization's concept of how it should operate. Prepare carefully to hire the right people for management positions.
If you hire an authoritarian as the director of a collaborative organization, you will have serious difficulties (no "may" or "might" here). By the same token, if you hire someone who doesn't clearly understand what kind of philosophy you have in mind, or who isn't capable of fostering the relationships necessary to make your model work, it won't work. Hiring the right people is probably the most important thing you can do to make sure that the MP you've devised is successfully carried out. An alternative to choosing and developing a particular structure is to hire the person you're sure you want and go with her preferences. This works best if the organization (and the staff) has no passionate philosophical leaning toward one model or another. Hiring a terrific person who's a bad fit with the organization is often worse than hiring someone far less competent who's a good fit with the organization. The right person, on the other hand, can -- with charisma, excellent interpersonal skills, and effective managing -- bring a resistant organization around to a new way of thinking. It's a tough call, especially since it's seldom possible to get a complete picture of the person you're hiring from a resume, some references, and one or two interviews.
How can you be sure that the people you hire will do the job you want them to do? The short answer is that you never have an absolute guarantee, but there are a number of things you can do to increase your chances. 1) Explain the organization's model as precisely as possible, so no job applicant will have any question about what she's walking into, and won't find any surprises (beyond the inevitable ones that go with every job) if she takes the position. 2) Try to structure the interview so it mirrors as closely as possible the model you have in mind. In this way, you can get a sense of the applicant's comfort with the situation, and of his skill in handling it. This information should be helpful when you make your choice. 3) Ask questions and use probes that really get at the applicant's philosophy. What does her past experience tell you? What would she be willing, and not willing, to do as a manager or administrator? 4) Use the applicant's references well. Ask his former employers and colleagues about his style, his relationships with others in the organization, the ways in which he might solve a particular problem, etc. 5) Listen to your instincts. If someone makes you uncomfortable or feels "wrong," that's significant: don't ignore it, no matter how great her resume looks. If you have a sense of the people you're looking for, you'll know at least some of them when you see them.
Examine what needs to be managed: Whatever the management looks like, there is usually some agreement about what in an organization needs to be managed. The broad categories are people; money; supplies and equipment; activities; and relationships with the outside world (funders, the media, the community, target population, etc.) Each of these categories should have a set of policies and procedures that addresses whatever you can think of that might come up in that area. Another, and extremely important, responsibility is to pursue the goals of the organization. In general, these goals are subsumed in the five areas mentioned. If a goal, for instance, is the acceptance of the organization in the community, that goal becomes part of relating to the outside world. If a goal is to provide ever-improving service to a particular population, that goal becomes part of the managing activities of the organization. The reality is that you should never lose sight of your organizational goals, because they define all five of these categories of management for your organization. Not all of these areas have to be addressed by the same person, although in small organizations they probably will be. In larger organizations, there are often assistant directors or program directors who oversee one area or another. If the organization is large enough, the director may delegate much of this work. Each of these categories has to be done with an eye toward the mission and philosophy of the organization. There is plenty of room here for making policy that's inconsistent with what you say you believe in, so it's important to ask yourself how what you're developing will fit in with your mission statement. If you're an empowerment organization, a restrictive and punitive personnel policy doesn't make sense, for instance. If one of your goals is to help low-income people learn how to manage money, your own money management should be as organized and efficient and frugal as possible (no fancy furniture or expensive offices). You need to practice what you preach, or the lesson is lost. Do note that these above tips are given only as a guideline and would vary based on the requirement of the project. However even with these instructive steps it is not possible for most people to do a good MP report like how our expert writers do. This is why you need the help of our writing services company. So why wait? Read below for more details.
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