Leadership and management of social organisations clara

Leadership and Management of Social Organisations in Europe MA Comparative European Social Studies SWP040ZUWednesday, 15 FebruaryClara Cruz Santosclarasantos@fpce.uc.pt

The external part of management (Focus: management outside theorganization)Clara Cruz SantosA Kind of a little manual…Aims: 2To practice and reflect skills for effective and efficient working with groupsTo explore the concept and application of project management in a European andinternational context 1. The External part of managementWhen you have to manage a Project, organization or even a team there are somesteps you have to make: (Source: Hari Srinivas, 2011: 1. Defining the problem Take time to properly define the problem. What is the issue to be covered? What is the problem? What decisions need to be taken? A fish-bone diagram will sometimes help in understanding the complex inter linkages that create a particular problem. For each of the causes or its effects, make a list of information or data that will be required, and clarify how that information will lead to a better decision.

We can also use the Godet Diagrams like the tree of problems.2. Finding the information Determine the sources from where information needed for decision-making can be obtained. What information needs to be taken? Who has that information? 3 Why is that information being collected by the source? Which component of the problem at hand will it help? Evaluate the sources to see which of them can provide the best information, and identify the mode and format in which the information is presented. Keep in mind that different sources provide information in different formats (for different reasons!). Information you Information you know you have know you dont have Information you Information you dont know you dont know you dont have have Four states of information possession3. Processing the Knowledge This where the information gathered is matched with the problem in hand. The relevant information from each source is extracted and information from multiple sources is organized. Which parts of the information collected needs to be used? What additional data or information is needed? How can information be best presented to be able to understand the situation and take decisions? The collected information is evaluated and integrated for its relevance, validity and interconnectedness.

4Remember that it is critical to package the information to fit the audience usingthe right medium: presenting the right information at the right time to the rightaudience.4 - Taking the decisionIn an interactive and inclusive process involving all the concerned parties, forman opinion from the information collected for its effectiveness and efficiency.Use it to take the decision. Has the decision taken help in solving the problemat hand? Was the decision satisfactory and took into account all the views ofconcerned parties? A decision taken may need to be examined closely andrefined, and modified to meet differing needs over time.Remember that implementing the decision (actors and actions), as well asmonitoring and evaluating the actions taken, are integral parts of the decision!

Strategic thinking:The strategic thinking refers to the collective thinking in order to betterunderstand the path (the raison detre) and future (the objectives in themedium and long term) so as to make social management or either in becomingorganizational daily life more efficient, facilitating the production of ideas andprojects as well as analysis, observation and management of teams. Results of 5the encounter and debate between the various social actors giving freedom toteam members and results in a richer process of building a collective creationwhere all stakeholders are engaged and see themselves in it.The strategic thinking is based on the concept of strategic dialogue in whichthe personal interaction and group work are based on the following principles:1. The achievement of further information and promotion of creativity;2. More commitment and accountability of people who form part of the projector organization3. Establishment of potential and learning spaces4. Functional flexibility: ie all team members know the function, the projects andskills of each other.How does it function?Some apparently simple steps:1. Clear definition by the manager / leader of the mission and principles connected with the project / organization.2. Definition of the values associated with the project / organization which make it clear what are the expectations expected from individuals and the group as a whole.3. Definition of objectives and outcomes. It is important that this step could be liable to be quantified in time and space. A SWOT analyses can be use. THE DECISION-MAKING PROCESS A simple process The decision-making process can be summarized as “three-plus-one” activities: 1) Assessment and information activities: the situation is assessed continuously and relevant information gathered on an ongoing basis.

2) Strategy and action planning: strategies and action plans are drawn up jointly and agreed upon by all stakeholders. Implementation: strategies and action plans are implemented. 3) Institutionalization: throughout the process, participatory capacities are built and arrangements for a sustainable decision-making process institutionalized. 6 Communication and Reporting (Jane Cravens, 2012)Many report writers get around these obstacles by interviewing field staff about theirwork, so that needed information is provided through answers to questions. Suchinterviews, with standardized questions, not only gather the information needed formajor reports, they can also build the capacity of field staff to provide writteninformation themselvesbased these questions on  previous monthly and quarterly reports by the project.  suggestions and questions from donors, and what we anticipated they might start asking for  the initiatives stated objectives  what information could be used for evaluation purposes later REPORTING QUESTIONS  What did your unit accomplish this month/quarter? o Committees/assemblies established (where? how many? purpose? results/outcomes/impact?) o Planning processes undertaken (where? how many? purpose? results/outcomes/impact?) o Workshops undertaken (where? how many? purpose? results/outcomes/impact?) o Workshops attended by staff (where? names of workshops? sponsors? purpose? relationship of workshops goal to our work?) o negotiations? collaborations? (with whom? purpose? results/outcomes/impact?)

o evaluation undertaken? (purpose? method? time frame? results? how results will be/have been communicated?) How were the focus group involved in the activities and in this reporting period? o What activities did you or those you support undertake that were specifically focused on the target group? (results/outcomes/impact?) o How did you outreach to the target group during this reporting period? 7 (results/outcomes/impact?) o How many elements from the target group were involved in each of your activities? o Did you have any meetings with others regarding the targed group- related activities? (what? why? results/outcomes/impact?) o Did any of your activities focus on income-generating activities/jobs ? o Did you face any specific difficulties in involving the target group?, HR/Staffing issues o Did you create a post? (name of post? purpose? temporary or permanent? who funds?) o Did you interview anyone? (for what post? how many did you interview? any special challenges?) o Did you hire anyone? (for what post? any special challenges in the hiring process?) o Did you fire anyone? (for what post? why? how will this affect the program? will he or she be replaced?) o Did any staff attend any trainings or take any classes? (name of workshop or class? purpose?) o How is staff dealing with the work to be done? (enough staff? enough qualified staff? training needed?) Misc. o Did you create or introduce new systems, rules, regulations or procedures? What and why? o Did you engage in any activity or process to encourage transparency and accountability? o Did any of the projects with which you are involved create skilled or unskilled labour days? How many? Other significant challenges and how you dealt with each: o Conflict? Disagreements?

o Corruption? (bribes, falsifying reports, etc.) o Misunderstandings? o Lack of funds / funding gaps / funding installments? o Policy changes? o Security? o Procurement?8 8 o Transportation? o Facilities? o Bureaucracy?  Training/Workshops o That your unit provided (dates of event? purpose?) o That your unit attended (dates of event? sponsors? purpose?)  Communications/Reporting issues o proposals drafted or finalized? (name? purpose? how delivered & to whom?) o plans drafted or finalized? (name? purpose? how delivered & to whom?) o guidelines drafted or finalized? (name? purpose? how delivered & to whom?) o debriefing provided? (to whom? regarding what subject? goal of debriefing?) o HR issues affecting communications/reporting? o communications/reporting with internal staff? government staff/officials? partners? donors? (who? what? when? why? how?) o submitted information for the web site? (what?) o translation issues? o computer issues? o how communication is done (face-to-face? onsite? phone? email? issues with each?) THE COMUNICATION PLAN:A communication plan defines the steps that need to be taken in order to realise yourcommunication strategy. It describes how you intend to communicate the rightmessages to the right people at the right time. Within a Communication Plan, thecommunication goals (objectives of communication), stakeholders and strategies,

activities, methods employed and timeframes are elaborated. An effectivecommunication plan:  defines your objectives – what message(s) do you want to ‘get across’  defines your ‘publics’ or audience – who are you going to communicate with?  defines what needs to be done and by whom  stipulates which methods will be used 9  establishes a timetable  provides focus for day to day activities  outlines any training requirements  helps control communication  aids evaluation (by setting quantifiable objectives)  should be frequently reviewed and modified if appropriate Critical Repport of Activities Provide the data about the activities most prominent, with objective and critical information about the effort dispensed in order to reach the inherent expectations about the issues and needs present in the initial diagnosis. It must describe: . The activities that most contributed to the development of the project and its justification . Factors which influence the success as well as the constraints of the project. Expectations and future proposals for it continuity and sustainability

BibliographyCravens, J (2006) Basic Tips for Fund-raising for Small NGOs in Developing Countries.www.coyotecommunications.com visualized in 10 th February 2012.Cravens, J (2012) Questions to Ask for a Major Report from the Developing World. 13www.coyotecommunications.com visualized in 10 th February 2012.Lopes, A (2006) Gestão de Recursos Humanos versus Gestão de Pessoas: a arte doequilíbrio entre a iniciativa e a cooperação nas organizações. Lisboa: ISCTE.Santos, C; Albuquerque, C & Almeida, H (2012) The process of financing socialentrepreneurship:Tensions between normative discourse and procedural acting. ACRNJournal of Entrepreneurship Perspectives. Vol. 1, Issue 1, p. 1 – 12, Feb. 2012 ISSN2224-9729.

Leadership and management of social organisations clara

by Clara Cruz Santos on Feb 27, 2012

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