The interactions among organizations take many forms. From informal information sharing to formal agreements to collaborate to solve societal problems, the reasons for doing so are myriad. From a governance perspective, many societal problems are deemed “wicked” problems; they are ill defined and are never solvable, but can be continually resolved (Rittel & Webber, 1973, p. 160). Wicked problems have no “clarifying traits” and include many policy-oriented issues such as education, environmental issues, and planning (Rittel & Webber, 1973, p. 160). Collaboration has been proffered as one type of interaction that can be utilized to solve these wicked problems.
Non-profits play a role in these interactions in an effort to solve particular sets of problems within their realm as well. In many instances governments as well as citizen-based organizations work alongside non-profits. It is these interactions among non-profits and other institutions within communities that this research is interested in.
This document discusses an organizational effectiveness framework called SEAM that focuses on strategic thinking, execution, accountability, and metrics. It provides examples of how to develop a clear strategic plan with well-understood priorities. It emphasizes the importance of properly executing strategies through decision-making processes, information flow, and knowledge management. The document also discusses creating accountability systems and using metrics to focus efforts and make better decisions. Overall, the SEAM framework is presented as a way for organizations to strive for effectiveness through strategic planning, execution, accountability measures, and performance metrics.
PMG Leadership Collaborative Poster FINAL Jan 2016Leslie Ruminski
This document discusses the importance of understanding what motivates and rewards individual caregivers in order to inspire and develop them. It recommends using a targeted reinforcement index tool to have open discussions with caregivers about what types of rewards and recognition they respond to best, which vary between individuals. Direct supervisors are identified as providing the most meaningful rewards and recognition for caregivers according to research. The goal is to improve caregiver satisfaction, retention, and performance by ensuring rewards are personalized and meaningful to each caregiver.
The document outlines a values framework for peer working that was developed by the Scottish Recovery Network in partnership with the Peer Learning Network. The framework is intended to ensure peer worker roles remain true to the peer support ethos, clarify the role and identity of peer workers, and create a basis for developing peer worker roles and services. The framework is based on a set of core values that see recovery as a unique and individual experience, emphasize the importance of being authentic and building mutual relationships, and view empowerment as being in control of one's own recovery journey.
Emotional Intelligence with Suzette ReyesJodi Rudick
This document provides an overview of emotional intelligence in the workplace presented by Suzette D. Reyes. It discusses assessing your own emotional intelligence through pre-webinar quizzes. The objectives are to assess emotional intelligence, understand the characteristics of emotional intelligence, and how to apply it in the workplace. There are four essential emotional intelligence competencies - self awareness, self management, social awareness, and relationship management. Maintaining caring team relationships through active listening is emphasized as a key goal.
Lead Us: How to build trust, empower others, and be a more dynamic leader.Allen McGinley
The document discusses how to build trust, empower others, and be a dynamic leader. It defines leadership as a social influence process that maximizes others' efforts to achieve goals. It states that leaders build trust through transparency, follow-through, and modeling behaviors. Leaders empower others by facilitating communication, setting challenges, and delegating responsibilities. They also respond dynamically by moving with purpose, learning from mistakes, and taking responsibility.
XYZ Engineering is proposing organizational changes to improve effectiveness. They plan to implement a flat, decentralized structure to improve communication and decision making. A new communication plan aims to break down silos and improve trust internally and uphold mission/values externally through ethical communication. Managers will follow a five P model focusing on purpose, principles, people, processes and performance. Leadership will take a transformational approach to motivate employees and inspire extraordinary results.
This document discusses an organizational effectiveness framework called SEAM that focuses on strategic thinking, execution, accountability, and metrics. It provides examples of how to develop a clear strategic plan with well-understood priorities. It emphasizes the importance of properly executing strategies through decision-making processes, information flow, and knowledge management. The document also discusses creating accountability systems and using metrics to focus efforts and make better decisions. Overall, the SEAM framework is presented as a way for organizations to strive for effectiveness through strategic planning, execution, accountability measures, and performance metrics.
PMG Leadership Collaborative Poster FINAL Jan 2016Leslie Ruminski
This document discusses the importance of understanding what motivates and rewards individual caregivers in order to inspire and develop them. It recommends using a targeted reinforcement index tool to have open discussions with caregivers about what types of rewards and recognition they respond to best, which vary between individuals. Direct supervisors are identified as providing the most meaningful rewards and recognition for caregivers according to research. The goal is to improve caregiver satisfaction, retention, and performance by ensuring rewards are personalized and meaningful to each caregiver.
The document outlines a values framework for peer working that was developed by the Scottish Recovery Network in partnership with the Peer Learning Network. The framework is intended to ensure peer worker roles remain true to the peer support ethos, clarify the role and identity of peer workers, and create a basis for developing peer worker roles and services. The framework is based on a set of core values that see recovery as a unique and individual experience, emphasize the importance of being authentic and building mutual relationships, and view empowerment as being in control of one's own recovery journey.
Emotional Intelligence with Suzette ReyesJodi Rudick
This document provides an overview of emotional intelligence in the workplace presented by Suzette D. Reyes. It discusses assessing your own emotional intelligence through pre-webinar quizzes. The objectives are to assess emotional intelligence, understand the characteristics of emotional intelligence, and how to apply it in the workplace. There are four essential emotional intelligence competencies - self awareness, self management, social awareness, and relationship management. Maintaining caring team relationships through active listening is emphasized as a key goal.
Lead Us: How to build trust, empower others, and be a more dynamic leader.Allen McGinley
The document discusses how to build trust, empower others, and be a dynamic leader. It defines leadership as a social influence process that maximizes others' efforts to achieve goals. It states that leaders build trust through transparency, follow-through, and modeling behaviors. Leaders empower others by facilitating communication, setting challenges, and delegating responsibilities. They also respond dynamically by moving with purpose, learning from mistakes, and taking responsibility.
XYZ Engineering is proposing organizational changes to improve effectiveness. They plan to implement a flat, decentralized structure to improve communication and decision making. A new communication plan aims to break down silos and improve trust internally and uphold mission/values externally through ethical communication. Managers will follow a five P model focusing on purpose, principles, people, processes and performance. Leadership will take a transformational approach to motivate employees and inspire extraordinary results.
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
This document discusses the importance of maintaining a strong relationship between consultants and clients. It states that consultants need skills like trust, motivation, teamwork, active listening and effective feedback to develop relationships that benefit both parties. The document then examines research on how trust, motivation and teamwork specifically impact consultant-client relationships. Studies found that trust increases commitment, motivation improves knowledge transfer, and teamwork leads to shared responsibility and involvement between consultants and clients. Developing these relationship skills is important for consultants to help clients and achieve project goals.
Post #1Employee empowerment has allowed organizations to have qu.docxharrisonhoward80223
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
Modeling Employee Engagement (a Ph.D. Dissertation Summary)Chris Mason
The document presents a new theoretical model of employee engagement drawing from models of work motivation. It defines two forms of engagement: task engagement, which is short-term motivation directed at completing tasks; and job engagement, which is an ongoing motivational state directed at sustaining job performance. The model proposes that job engagement is influenced by an individual's goal commitment to job performance, their belief in their ability to complete tasks, motivation to complete tasks, and evaluation of whether tasks were completed. It is also influenced by environmental enablers like leadership, resources, and training. The model aims to integrate insights from motivation research to provide a useful definition and conceptualization of employee engagement.
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
The document discusses various topics related to designing organisations for the future including purpose, culture, trust, integrity, motivation, and leadership. It provides quotes and perspectives on creating human-centered organizations where workers have autonomy, feel a sense of purpose, and where relationships and trust are prioritized over rigid hierarchies. The goal is to design adaptive organizations that can thrive in today's VUCA world.
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
1. Justin discusses how his small budget office fosters open communication and trust between its four members and larger finance office of 12. The manager promotes a culture of teamwork and risk-taking to achieve goals. Leaders allow flexibility but provide help when needed.
2. Giovanna discusses how her organization fosters open communication through an open-door policy and weekly meetings. It defines teamwork, power, and authority. Common goals are accurately processing veteran and third-party payments. The culture has hierarchical and team-oriented aspects.
3. Recommendations include continuing open communication and process improvement practices, and providing accountability and feedback to avoid mistakes. Both responses integrate readings to support views on leadership and organization.
The document discusses various aspects of workplace climate such as the effects of strict versus lenient rules, the importance of values and teamwork, and issues like discrimination, harassment, and workplace ethics. It provides definitions and examples related to concepts like mentoring, recognition, and independent versus social work environments. The document aims to outline important considerations for maintaining a positive workplace climate.
This document discusses various topics related to organizations and organizational structure. It begins with an introduction to organizations and defines key terms like organizational structure, culture, and leadership styles. It then discusses Airtel as an example organization and how its culture and leadership approaches influence employee behavior. Finally, it provides overviews of different types of organizational structures including functional, divisional, and matrix structures.
Understanding “why” we work helps us understand “how well” we work. People’s motivations for
working profoundly impact productivity and outcomes. The motives behind why we work influence levels of
engagement, commitment, and passion.
This document summarizes insights from the largest study on measuring employee well-being at scale. The study analyzed data from over 17 million employee reviews to measure various aspects of well-being, including happiness, stress, purpose, and satisfaction. It found significant variations in well-being both within and between organizations and industries. The study also examined what drives well-being by analyzing factors like achievement, appreciation, belonging, compensation, and management. Finally, the document discusses the business case for prioritizing well-being, finding relationships between higher well-being and better financial, stock market, and post-COVID performance.
This document provides a summary of 35 graphics that the author Helen Bevan used in their Twitter and LinkedIn posts in 2023. It begins with some context about the author's experience with social media over 15 years and how platforms and content have changed. The document then shares the graphics without text, with most originating from other sources that are cited. It aims to re-share popular graphics from the year that inspired learning about improvement, change and building connections across sectors.
The document discusses the power of delegation in management. It explains that delegation can empower employees and aid in their growth and development while efficiently getting work done, but it must be properly applied. The primary reason for delegation is to accomplish tasks by assigning them to others. However, some managers misunderstand delegation and either do not delegate or do so improperly, leading to unsuccessful results. The document also discusses the importance of clear communication between all levels of management in order for delegation to be effective.
This document summarizes key points from a book about leadership. It discusses 10 fundamental truths or principles of leadership that the authors have learned from over 30 years of research. The first truth is that you can make a difference through leadership by believing in yourself and your ability to positively impact others. The research found that leaders who practice the five exemplary leadership behaviors of modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart are seen as more effective leaders by those they lead. The second truth is that credibility is the foundation of leadership, as others must believe in the leader in order to willingly follow.
HWConsolidated Statements of Earnings - USD ($) shares in MillionsNarcisaBrandenburg70
HWConsolidated Statements of Earnings - USD ($) shares in Millions, $ in Millions12 Months EndedHorizontal AnalysisVerical AnalysisSep. 30, 2018Sep. 29, 2019Sep. 27, 20202019202020192020201820192020Sep. 30, 2018Sep. 27, 2020Net Revenues:Company-operated stores$ 19,690.3$ 21,544.4$ 19,164.6$ 1,854.1$ (2,379.8)9.42%-11.05%79.65%81.27%81.49%$ 19,690.3$ 19,164.6Licensed stores2,652.22,875.02,327.1222.8(547.9)8.40%-19.06%10.73%10.85%9.89%$ 2,652.2$ 2,327.1Other 2,377.02,089.22,026.3(287.8)(62.9)-12.11%-3.01%9.62%7.88%8.62%$ 2,377.0$ 2,026.3Total Net Revenues24,719.526,508.623,518.01,789.1(2,990.6)7.24%-11.28%100%100%100%$ 24,719.5$ 23,518Product and distribution costs7,930.78,526.97,694.9596.2(832.0)7.52%-9.76%32.08%32.17%32.72%7,930.77,694.9Store operating expenses9,472.210,493.610,764.01,021.4270.410.78%2.58%38.32%39.59%45.77%9,472.210,764Other operating expenses554.9371.0430.3(183.9)59.3-33.14%15.98%2.24%1.40%1.83%554.9430.3Depreciation and amortization expenses1,247.01,377.31,431.3130.354.010.45%3.92%5.04%5.20%6.09%1,2471,431.3General and administrative expenses1,708.21,824.11,679.6115.9(144.5)6.78%-7.92%6.91%6.88%7.14%1,708.21,679.6Restructuring and impairments224.4135.8278.7(88.6)142.9-39.48%105.23%0.91%0.51%1.19%224.4278.7Total operating expenses21,137.422,728.722,278.81,591.3(449.9)7.53%-1.98%85.51%85.74%94.73%21,137.422,278.8Income from equity investees301.2298.0322.5(3.2)24.5-1.06%8.22%1.22%1.12%1.37%301.2322.5Operating income3,883.34,077.91,561.7194.6(2,516.2)5.01%-61.70%15.71%15.38%6.64%3,883.31,561.7Gain resulting from acquisition of joint venture1,376.40.00.0(1,376.4)0.0-100.00%0.00%5.57%0.00%0.00%1,376.40Net gain resulting from divestiture of certain retail operations499.2622.80.0123.6(622.8)24.76%-100.00%2.02%2.35%0.00%499.20Interest income and other, net191.496.539.7(94.9)(56.8)-49.58%-58.86%0.77%0.36%0.17%191.439.7Interest expense(170.3)(331.0)(437.0)(160.7)(106.0)94.36%32.02%-0.69%-1.25%-1.86%(170.3)(437)Earnings before income taxes5,780.04,466.21,164.4(1,313.8)(3,301.8)-22.73%-73.93%23.38%16.85%4.95%5,7801,164.4Income tax expense1,262.0871.6239.7(390.4)(631.9)-30.94%-72.50%5.11%3.29%1.02%1,262239.7Net earnings including noncontrolling interests4,518.03,594.6924.7(923.4)(2,669.9)-20.44%-74.28%18.28%13.56%3.93%4,518924.7Net loss attributable to noncontrolling interest(0.3)(4.6)(3.6)(4.3)1.01433.33%-21.74%-0.00%-0.02%-0.02%(0.3)(3.6)Net earnings attributable to Starbucks4,518.33,599.2928.3(919.1)(2,670.9)-20.34%-74.21%18.28%13.58%3.95%$ 4,518.3$ 928.3Earnings Per Share, Basic3.33.00.8(0.3)(2.2)-9.79%-73.22%0.01%0.01%0.00%$ 3.27$ 0.79Earnings/(loss) Per Share, Diluted3.22.90.8(0.3)(2.1)-9.88%-72.95%0.01%0.01%0.00%$ 3.24$ 0.79Weighted average shares outstanding:0.00%0.00%0.00%Basic1,382.71,221.21,172.8(161.5)(48.4)-11.68%-3.96%5.59%4.61%4.99%1,382.71,172.8Diluted1,394.61,233.21,181.8(161.4)(51.4)-11.57%-4.17%5.64%4.65%5.03%1,394.61,181.8Product and Service, Other [Member]Net Revenues:Revenues$ 2,377$ 2,089.2$ 2,026.3$ 2,377$ 2,026. ...
This document provides a summary of 34 graphics that the author Helen Bevan used in their Twitter and LinkedIn posts in 2023. It begins by providing context about the author's experience with social media over 15 years and how platforms and content have changed. The document then shares the graphics without text, with most originating from other sources that are cited. It aims to inspire readers by re-sharing popularly engaged content from the past year covering topics like collaboration, change management, leadership, learning organizations and more. The original sources for each graphic are said to be easily found by those interested in reading more.
reply 1 Sonya GlennTeams are an essential component of .docxscuttsginette
reply 1
Sonya Glenn
Teams are an essential component of almost any workforce, and building successful teams that are mindful of each individual’s strengths, needs, and abilities allow a business to function successfully, with well fulfilled employees who feel that they are being treated fairly for the role they play. Self-determination theory and justice theory both help to explain team dynamics, and why some teams are successful, while others fail.
Self-determination theory suggests three innate needs that create a feeling of well-being for an individual. They are competence, autonomy, and relatedness (Kinicki & Fugate, 2018). Competence refers to one’s feeling of being able to accomplish the job, role, or task; autonomy relates to one’s need for discretion over what to do and how it is accomplished; and relatedness is the need to be part of a larger group, and to feel a sense of belonging. While relatedness seems the most obviously associated with a team, competence and autonomy also play a role. One needs to feel that he or she is qualified to be part of a certain team, and that he or she is providing some benefit to the group. At the same time, each individual in the group needs to have at least a certain level of autonomy, even if it is limited to being able to work through his or her assigned task via a method that appeals to the specific worker. Jungert, Van den Broeck, Schreurs, and Osterman (2018) maintain that when teammates support one another’s innate needs, a team is more highly motivated, and thus more likely to succeed.
Equally as important as feeling fulfilled, is the need to feel as though one is being treated fairly by the group. Justice theory, comprised of distributive, procedural, and interactional justice, explains how fairness is perceived by employees (Kinicki & Fugate, 2018). The latter two elements perhaps have more bearing on an established team. Procedural justice is the perception of fairness in the process used to distribute tasks, while interactional justice describes the feeling that one is being treated fairly during the process of implementation (Kinicki & Fugate, 2018). Each member of a team needs to feel that he or she is a valued member, and distributing tasks in an equal fashion that plays to strengths of each individual, while also taking into consideration how each teammate will feel during the decision-making process and whether or not he or she has a voice in the process. Colquitt, Noe, and Jackson (2002) suggest that procedural justice in particular is of great significance in the workplace. It seems that teams are a natural fit for employees to feel valued and respected in this way, since it is harder to determine whether one’s voice is being heard at the corporate or leadership level, but in a team, fair (or unfair) procedure is very evident.
Applying self-determination and justice theories to teams allows one to consider the need ...
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
This document discusses the importance of maintaining a strong relationship between consultants and clients. It states that consultants need skills like trust, motivation, teamwork, active listening and effective feedback to develop relationships that benefit both parties. The document then examines research on how trust, motivation and teamwork specifically impact consultant-client relationships. Studies found that trust increases commitment, motivation improves knowledge transfer, and teamwork leads to shared responsibility and involvement between consultants and clients. Developing these relationship skills is important for consultants to help clients and achieve project goals.
Post #1Employee empowerment has allowed organizations to have qu.docxharrisonhoward80223
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
Modeling Employee Engagement (a Ph.D. Dissertation Summary)Chris Mason
The document presents a new theoretical model of employee engagement drawing from models of work motivation. It defines two forms of engagement: task engagement, which is short-term motivation directed at completing tasks; and job engagement, which is an ongoing motivational state directed at sustaining job performance. The model proposes that job engagement is influenced by an individual's goal commitment to job performance, their belief in their ability to complete tasks, motivation to complete tasks, and evaluation of whether tasks were completed. It is also influenced by environmental enablers like leadership, resources, and training. The model aims to integrate insights from motivation research to provide a useful definition and conceptualization of employee engagement.
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
The document discusses various topics related to designing organisations for the future including purpose, culture, trust, integrity, motivation, and leadership. It provides quotes and perspectives on creating human-centered organizations where workers have autonomy, feel a sense of purpose, and where relationships and trust are prioritized over rigid hierarchies. The goal is to design adaptive organizations that can thrive in today's VUCA world.
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
1. Justin discusses how his small budget office fosters open communication and trust between its four members and larger finance office of 12. The manager promotes a culture of teamwork and risk-taking to achieve goals. Leaders allow flexibility but provide help when needed.
2. Giovanna discusses how her organization fosters open communication through an open-door policy and weekly meetings. It defines teamwork, power, and authority. Common goals are accurately processing veteran and third-party payments. The culture has hierarchical and team-oriented aspects.
3. Recommendations include continuing open communication and process improvement practices, and providing accountability and feedback to avoid mistakes. Both responses integrate readings to support views on leadership and organization.
The document discusses various aspects of workplace climate such as the effects of strict versus lenient rules, the importance of values and teamwork, and issues like discrimination, harassment, and workplace ethics. It provides definitions and examples related to concepts like mentoring, recognition, and independent versus social work environments. The document aims to outline important considerations for maintaining a positive workplace climate.
This document discusses various topics related to organizations and organizational structure. It begins with an introduction to organizations and defines key terms like organizational structure, culture, and leadership styles. It then discusses Airtel as an example organization and how its culture and leadership approaches influence employee behavior. Finally, it provides overviews of different types of organizational structures including functional, divisional, and matrix structures.
Understanding “why” we work helps us understand “how well” we work. People’s motivations for
working profoundly impact productivity and outcomes. The motives behind why we work influence levels of
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This document summarizes insights from the largest study on measuring employee well-being at scale. The study analyzed data from over 17 million employee reviews to measure various aspects of well-being, including happiness, stress, purpose, and satisfaction. It found significant variations in well-being both within and between organizations and industries. The study also examined what drives well-being by analyzing factors like achievement, appreciation, belonging, compensation, and management. Finally, the document discusses the business case for prioritizing well-being, finding relationships between higher well-being and better financial, stock market, and post-COVID performance.
This document provides a summary of 35 graphics that the author Helen Bevan used in their Twitter and LinkedIn posts in 2023. It begins with some context about the author's experience with social media over 15 years and how platforms and content have changed. The document then shares the graphics without text, with most originating from other sources that are cited. It aims to re-share popular graphics from the year that inspired learning about improvement, change and building connections across sectors.
The document discusses the power of delegation in management. It explains that delegation can empower employees and aid in their growth and development while efficiently getting work done, but it must be properly applied. The primary reason for delegation is to accomplish tasks by assigning them to others. However, some managers misunderstand delegation and either do not delegate or do so improperly, leading to unsuccessful results. The document also discusses the importance of clear communication between all levels of management in order for delegation to be effective.
This document summarizes key points from a book about leadership. It discusses 10 fundamental truths or principles of leadership that the authors have learned from over 30 years of research. The first truth is that you can make a difference through leadership by believing in yourself and your ability to positively impact others. The research found that leaders who practice the five exemplary leadership behaviors of modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart are seen as more effective leaders by those they lead. The second truth is that credibility is the foundation of leadership, as others must believe in the leader in order to willingly follow.
HWConsolidated Statements of Earnings - USD ($) shares in MillionsNarcisaBrandenburg70
HWConsolidated Statements of Earnings - USD ($) shares in Millions, $ in Millions12 Months EndedHorizontal AnalysisVerical AnalysisSep. 30, 2018Sep. 29, 2019Sep. 27, 20202019202020192020201820192020Sep. 30, 2018Sep. 27, 2020Net Revenues:Company-operated stores$ 19,690.3$ 21,544.4$ 19,164.6$ 1,854.1$ (2,379.8)9.42%-11.05%79.65%81.27%81.49%$ 19,690.3$ 19,164.6Licensed stores2,652.22,875.02,327.1222.8(547.9)8.40%-19.06%10.73%10.85%9.89%$ 2,652.2$ 2,327.1Other 2,377.02,089.22,026.3(287.8)(62.9)-12.11%-3.01%9.62%7.88%8.62%$ 2,377.0$ 2,026.3Total Net Revenues24,719.526,508.623,518.01,789.1(2,990.6)7.24%-11.28%100%100%100%$ 24,719.5$ 23,518Product and distribution costs7,930.78,526.97,694.9596.2(832.0)7.52%-9.76%32.08%32.17%32.72%7,930.77,694.9Store operating expenses9,472.210,493.610,764.01,021.4270.410.78%2.58%38.32%39.59%45.77%9,472.210,764Other operating expenses554.9371.0430.3(183.9)59.3-33.14%15.98%2.24%1.40%1.83%554.9430.3Depreciation and amortization expenses1,247.01,377.31,431.3130.354.010.45%3.92%5.04%5.20%6.09%1,2471,431.3General and administrative expenses1,708.21,824.11,679.6115.9(144.5)6.78%-7.92%6.91%6.88%7.14%1,708.21,679.6Restructuring and impairments224.4135.8278.7(88.6)142.9-39.48%105.23%0.91%0.51%1.19%224.4278.7Total operating expenses21,137.422,728.722,278.81,591.3(449.9)7.53%-1.98%85.51%85.74%94.73%21,137.422,278.8Income from equity investees301.2298.0322.5(3.2)24.5-1.06%8.22%1.22%1.12%1.37%301.2322.5Operating income3,883.34,077.91,561.7194.6(2,516.2)5.01%-61.70%15.71%15.38%6.64%3,883.31,561.7Gain resulting from acquisition of joint venture1,376.40.00.0(1,376.4)0.0-100.00%0.00%5.57%0.00%0.00%1,376.40Net gain resulting from divestiture of certain retail operations499.2622.80.0123.6(622.8)24.76%-100.00%2.02%2.35%0.00%499.20Interest income and other, net191.496.539.7(94.9)(56.8)-49.58%-58.86%0.77%0.36%0.17%191.439.7Interest expense(170.3)(331.0)(437.0)(160.7)(106.0)94.36%32.02%-0.69%-1.25%-1.86%(170.3)(437)Earnings before income taxes5,780.04,466.21,164.4(1,313.8)(3,301.8)-22.73%-73.93%23.38%16.85%4.95%5,7801,164.4Income tax expense1,262.0871.6239.7(390.4)(631.9)-30.94%-72.50%5.11%3.29%1.02%1,262239.7Net earnings including noncontrolling interests4,518.03,594.6924.7(923.4)(2,669.9)-20.44%-74.28%18.28%13.56%3.93%4,518924.7Net loss attributable to noncontrolling interest(0.3)(4.6)(3.6)(4.3)1.01433.33%-21.74%-0.00%-0.02%-0.02%(0.3)(3.6)Net earnings attributable to Starbucks4,518.33,599.2928.3(919.1)(2,670.9)-20.34%-74.21%18.28%13.58%3.95%$ 4,518.3$ 928.3Earnings Per Share, Basic3.33.00.8(0.3)(2.2)-9.79%-73.22%0.01%0.01%0.00%$ 3.27$ 0.79Earnings/(loss) Per Share, Diluted3.22.90.8(0.3)(2.1)-9.88%-72.95%0.01%0.01%0.00%$ 3.24$ 0.79Weighted average shares outstanding:0.00%0.00%0.00%Basic1,382.71,221.21,172.8(161.5)(48.4)-11.68%-3.96%5.59%4.61%4.99%1,382.71,172.8Diluted1,394.61,233.21,181.8(161.4)(51.4)-11.57%-4.17%5.64%4.65%5.03%1,394.61,181.8Product and Service, Other [Member]Net Revenues:Revenues$ 2,377$ 2,089.2$ 2,026.3$ 2,377$ 2,026. ...
This document provides a summary of 34 graphics that the author Helen Bevan used in their Twitter and LinkedIn posts in 2023. It begins by providing context about the author's experience with social media over 15 years and how platforms and content have changed. The document then shares the graphics without text, with most originating from other sources that are cited. It aims to inspire readers by re-sharing popularly engaged content from the past year covering topics like collaboration, change management, leadership, learning organizations and more. The original sources for each graphic are said to be easily found by those interested in reading more.
reply 1 Sonya GlennTeams are an essential component of .docxscuttsginette
reply 1
Sonya Glenn
Teams are an essential component of almost any workforce, and building successful teams that are mindful of each individual’s strengths, needs, and abilities allow a business to function successfully, with well fulfilled employees who feel that they are being treated fairly for the role they play. Self-determination theory and justice theory both help to explain team dynamics, and why some teams are successful, while others fail.
Self-determination theory suggests three innate needs that create a feeling of well-being for an individual. They are competence, autonomy, and relatedness (Kinicki & Fugate, 2018). Competence refers to one’s feeling of being able to accomplish the job, role, or task; autonomy relates to one’s need for discretion over what to do and how it is accomplished; and relatedness is the need to be part of a larger group, and to feel a sense of belonging. While relatedness seems the most obviously associated with a team, competence and autonomy also play a role. One needs to feel that he or she is qualified to be part of a certain team, and that he or she is providing some benefit to the group. At the same time, each individual in the group needs to have at least a certain level of autonomy, even if it is limited to being able to work through his or her assigned task via a method that appeals to the specific worker. Jungert, Van den Broeck, Schreurs, and Osterman (2018) maintain that when teammates support one another’s innate needs, a team is more highly motivated, and thus more likely to succeed.
Equally as important as feeling fulfilled, is the need to feel as though one is being treated fairly by the group. Justice theory, comprised of distributive, procedural, and interactional justice, explains how fairness is perceived by employees (Kinicki & Fugate, 2018). The latter two elements perhaps have more bearing on an established team. Procedural justice is the perception of fairness in the process used to distribute tasks, while interactional justice describes the feeling that one is being treated fairly during the process of implementation (Kinicki & Fugate, 2018). Each member of a team needs to feel that he or she is a valued member, and distributing tasks in an equal fashion that plays to strengths of each individual, while also taking into consideration how each teammate will feel during the decision-making process and whether or not he or she has a voice in the process. Colquitt, Noe, and Jackson (2002) suggest that procedural justice in particular is of great significance in the workplace. It seems that teams are a natural fit for employees to feel valued and respected in this way, since it is harder to determine whether one’s voice is being heard at the corporate or leadership level, but in a team, fair (or unfair) procedure is very evident.
Applying self-determination and justice theories to teams allows one to consider the need ...
Similar to Collaboration Among Non-Profits and Community Partners (20)
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteCori Faklaris
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
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Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
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Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
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Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
2. Purpose
“Girl Scouting Builds
Girls of Courage,
Confidence, and
Character Who Make
the World a Better
Place.” – Girl Scout
Mission
• What is Collaboration?
• Are the relationships between GSCCC
and Community Partners Collaboration?
• Why Collaborate?
• How Can Non-Profits Improve These
Relationships?
3. Literature
• …two heads are better than one (Gray, 1989, p. 5)
• A continuum of increased interaction (McNamara, 2012, p. 391)
No Interaction Cooperation Coordination Collaboration Integration
4. Approach
Participatory Action Research
Unobtrusive Observation
Interviews
Research as a Change Agent
(Hays and Singh, 2012, p. 63)
6. ResultsElement Cooperation Coordination Collaboration
Design Work within existing
organizational structures
Centralized control
through hierarchical
structures
Shared power
arrangements
Formality of the
Agreement
Informal agreement Formalized agreements Informal and formal
agreements
Organizational Autonomy Fully autonomous; policies
to govern the collective
arrangements are not
developed
Semi-autonomous;
policies to govern the
collective arrangement
may be developed by
higher authorities
Not autonomous; policies
to govern the collective
arrangement are developed
jointly by participants
Key Personnel Implementation of the
partnership occurs at the
lowest levels; leaders are
not involved
Implementation of the
partnership is based on
higher authority; a
boundary spanner may be
used to foster linkages
Implementation of the
partnership is based on the
participants; a convener
may help bring
participants together
Information Sharing Basic information shared
through informal channels
Information is exchanged
through
more formal channels
Open and frequent
communications
through formal and
informal channels
Decision Making Independent decision
making
Centralized decision
making
Participative decision
making
Resolution of Turf Issues Conflicts avoided through
independence
A neutral facilitator may
help resolve conflicts
Participants work together
to resolve conflicts
Resource Allocation Information is exchanged Physical and nonphysical
resources are exchanged to
achieve individual goals
Physical and nonphysical
resources are pooled in
support of collective goals
Systems Thinking System integration does
not occur
System integration may
occur to better achieve
individual goals
System integration does
occur to better achieve
collective goals
Trust Trust relationships are not
required but may develop
Leaders work closely to
create relationship based
on trust
Trust between participants
is needed to sustain
relationships
7. Results
“mmm…When different parties bring different
things to the table and they…can be mutually
beneficial to everyone (001)”
“Equal partnership…people coming together
to make one program successful (002)”
9. Results
Formality of Agreement
when I’m working with the group, with a large scale
event, it takes more of their higher ups to OK the
dates, OK the pricing, things like that (001)
yes I think we are, we are actually considered as a
community partner (when asked about providing
formal agreements) (002)
Yes, (when asked about providing a formal
agreement to work) (001)
10. Results
Key Personnel
once we’re at the contract portion, if they’re
gonna offer an event, it requires a contract and
some more things, then we go to the director
position, um, just make sure they’re all on board
(001)
We work at all levels, depending on who is the
person connecting with them (002)
11. Results
Resource Allocation
yeah, we’ve completely evolved since I started here. When I
first started here we provided everything, they just gave us
the space and a couple of teachers here and there,
instructors. Now, they do almost everything and I sometimes
don’t even go, um, to events (001)
we will provide patches; we provide registration, the roster
(001)
I will provide myself or Donna to do check in (001)
So we’ve um, passed different resources back and forth
between, um…human resources, by people, um, taking
reservations to, um, knowledge, who, who’s passing on the
knowledge to, um, who we’re presenting to (002)
12. Results
Trust
Um…a lot, if I’m not going to be there. Um, I have to
trust that they’re gonna meet ratios (001)
Yeah, trust is a good thing, because you’re relying
on each other to provide your resources that you
need, because, especially like an expertise that
somebody may have that the other one doesn’t.
You’re relying on that person to provide that
knowledge for them, or those resources for them and
if that’s not there, that means that person is not
putting it into their effort that we need to make it
successful (002)
13. Results
they don’t really see where they fit, when you
look at a badge and you have five
requirements, they can say, “I can do this, I
can do number two and number four.” (001)
I think the challenge right now is with the new
badge program that they’re offering there’s
not as many that tie in with our mission at
Nauticus, um, as they used to be (002)
The interactions among organizations take many forms. From informal information sharing to formal agreements to collaborate to solve societal problems, the reasons for doing so are myriad. From a governance perspective, many societal problems are deemed “wicked” problems; they are ill defined and are never solvable, but can be continually resolved (Rittel & Webber, 1973, p. 160). Wicked problems have no “clarifying traits” and include many policy-oriented issues such as education, environmental issues, and planning (Rittel & Webber, 1973, p. 160). Collaboration has been proffered as one type of interaction that can be utilized to solve these wicked problems.
Non-profits play a role in these interactions in an effort to solve particular sets of problems within their realm as well. In many instances governments as well as citizen-based organizations work alongside non-profits. It is these interactions among non-profits and other institutions within communities that this research is interested in.
In this research, I took an exploratory approach to determining exactly what kinds of interactions exist between the Girl Scout Council of Colonial Coast and other organizations in the community that it interacts with in some way, otherwise known as community partners.
One of the goals of this research is to define what collaboration is based on the literature as well as data collection activities.
A second goal is to determine some potential avenues for improving these relationships in order to better carry out the mission of the Girl Scout Council.
Collaboration as an area of research is a relatively young field. Barbara Gray established the seminal work in the field in 1989.
There is significant work in the field now, however the focus on non-profits and their community partners yields significantly less results.
This makes research into this subfield viable for exploration.
I base my exploratory work on Madeleine McNamara’s 2012 framework, which is represented here graphically
Public, private, non-profit, citizen-centric, no matter the entity, interaction tends to occur along this continuum. It is not considered linear however, despite the depiction here.
I chose to approach this exploratory research from the PAR tradition.
According to Hays and Singh, this approach relies upon the power of research as a change agent. Participants and I as the researcher share power and we work together in planning the research and implementing findings.
Ultimately, I wish to work collaboratively with my co-workers and their counterparts in the community to improve the interactions we have together. In a time of reduced resources due to economic conditions, reaching the goals of the Council increasingly require the pooling of resources with organizations that have similar missions to ours. It really comes down to improving the lives of young women in our community by providing them a safe environment, educational and leadership opportunities and life skills to aid in managing social issues such as relational aggression.
This research utilized two forms of data collection – unobtrusive observation and interviews.
The initial research includes two interviews and one unobtrusive observation.
The first interviewee is a manager at the Girl Scout Council of Colonial Coast who has been with the Council for about 12 years. She works directly with Community Partners on a daily basis. This makes her knowledge and expertise valuable to the research.
The second interviewee is a manager at the Nauticus, one of the community partners that works directly with the Council on programs and events. She too has been an employee with her organization for a very long time, 16 years. Since her hiring, she has worked directly with the Council, again making her knowledge of interactions with the Council very valuable.
The unobtrusive observation took place at NSU and was a planning session for an event that both organizations were working on together.
I apologize for this slide but in order to understand the significance of the results, we must understand the differentiation that McNamara uses in her typology.
I won’t go through each one but you can get a sense of the delineation between the types of interactions. Generally cooperation is less interactive, more autonomous and informal, where as collaboration is more integrated, formal, more of a partnership of equals.
- I asked the question, what does the word collaboration mean to you, actually near the end of the interviews and the responses I got were interesting. The first interviewee came closest to the research literature on what collaboration means. The second interviewee spoke in terms of single events, which is contrary to collaboration, according to the literature. Generally collaboration is an ongoing, iterative process, long-term in nature. Based on McNamara, I would consider the second response to be more coordination or even cooperation.
Of the 10 elements of interaction described by McNamara, the interviewees both touched on 6.
Out of those 6 elements 4 showed agreement between the two interviewees.
Finally, 3 of the 4 elements were bolstered by data collected in the unobtrusive observation.
- In each instance, there is a formal agreement between our council and the community partner. It is an actual document or contract to work together. Both interviewees were aware that these agreements existed between them.
While there was agreement on collaboration for key personnel, there was substantial additional information that each interviewee provided which lends more to cooperation or coordination.
Critically, much of the work between the Council and the community partner occurs at lower levels within the organization – typically manager level. McNamara would consider this to be coordination at best.
The area of resource allocation really begins to show the collaborative nature of the arrangement. Resources - from time, knowledge, people and money are shared among both groups to make an event or program successful.
Both interviewees were in agreement with resource sharing in relation to collaboration.
Trust was another strongly correlated element for collaboration. Both interviewees provided a lot of information regarding trust.
Interviewee 1 provided vivid examples of when the trust relationship broke down and the consequences of the loss of trust. The organizations stopped interacting for a time until that trust rift was repaired.
This to me was the strongest element regarding collaboration based on the data collected. Trust builds social capital, which is a critical ingredient to successful collaboration.
- One more thing not in the matrix but in the literature that impact the collaborative relationship came out in the interviews as well.
- That was mission misalignment. If the organizations are not working toward common goals or outcomes, there is generally a breakdown in the collaborative.
So what’s the takeaway here? There are clearly some aspects of collaboration occurring. However, there is a significant lack of critical components such as organizational design that would more fully integrate all of these partners. They still work structurally within their own organizations for much of this work. This research highlights some areas that we as a council could work on to improve these relationships and really collaborate.
But even the literature still is not in full agreement on what collaboration is or, more importantly what the critical mass is on the elements that must be in place to call something “collaboration” – McNamara provides 10, but are 3 or 4 of those sufficient? Do some elements get more weight than others? These are great research questions for future study.