A management plan outlines how an organization will operate both in the short and long term. It defines roles and responsibilities, divides up work, and establishes policies and procedures for financial management, day-to-day operations, and staff duties. Developing a management plan clarifies goals, increases accountability, ensures necessary tasks are assigned, and helps an organization define itself. An effective plan considers the organization's mission, available resources, and what needs to be accomplished.

1. Management plans

2. A management plan is a blueprint for the
way the organization is to run, both day-to-
day and also over the long term.
It includes the standard methods for doing
various things -- handling money, dealing with
the actual work of the organization and
addressing the way people in the
organization do their jobs

3. Factors Influence
Management Plan
What is the organization trying to
accomplish?
What actually needs to get done day-to-day
to keep the organization running?
What are the resources available for
carrying out a management plan?
How does the management plan fit in with
the mission and philosophy of the
organization?

4. WHY DOES
ORGANIZATIO
N NEED A
MANAGEMENT
PLAN?

5. Benefits Good Management Planning
BENEFITS
Accompl
ish
goals
Clarifies
roles
Division
of work
increases
accounta
bility
Ensure
s right
task
Define
itself

6. Clarifies Roles
It clarifies the roles and responsibilities of
everyone in the organization so that everyone knows
what she and everyone else is supposed to do.
Staff members know whom they need to go to for
information, consultation, supervision, etc. They
also know what the boundaries of their own
positions are -- when they can do something without
checking with someone else, and when they can't.

7. Division Of Work
It divides the work of
the organization in
reasonable and
equitable ways, so
that everyone's job
is not only defined,
but feasible.

8. It increases accountability,
both internally (when
something doesn't get
done, it's obvious whose
responsibility it was) and
externally (the better the
management of the
organization, the better it
will serve the community).

9. Ensures Task
It ensures that necessary tasks are assigned
to the appropriate staff members, and
creates a time schedule to get them
accomplished.
E.G: Bills get paid on time, staff members are
where they're supposed to be to provide the
organization's services, funding proposals
get written and submitted, problems are dealt
with, and as a result the organization
functions smoothly

10. Define Itself
It helps the organization
define itself. By developing
a plan that's consistent with
its mission and philosophy,
an organization can be clear
on what it believes in and
communicate this with
clarity to its staff, its target
population, and the
community as a whole.

11. DECIDE On a Management Model
DEFINE The Roles And Relationships Among The
Board, Director, And Staff
PREPARE Carefully To Hire The Right People For
Management Positions
EXAMINE What Needs To Be Managed
WRITE Policies And Procedures For Each
Management Area
EVALUATE And Adjust A Management Plan

12. DECIDE On a Management
Model
The management philosophy of organization
defines how to view management and how the
organization need to function
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?
It is important that the organization be open,
and that staff and others feel valued, also think
carefully about what kind of model is chosen.

13. Models of management plans
Classic hierarchy
Democratic
Hierarchy
Collaborative
Collective

14. DEFINE The Roles And Relationships
Among The Board, Director, And Staff
A classic problem in non-profit organizations
of all sorts is the struggle for power between
the director and the board
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

15. 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 management 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
management plan you've devised is successfully
carried out.

16. 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.

17. WRITE Policies And Procedures For
Each Management Area
Policies are the official rules, structures, and
philosophical principles that guide an
organization. Procedures are the actual ways
in which policies and the work of the
organization are carried out. (Equal
opportunity in hiring, particularly with regard
to minority candidates, might be a policy of an
organization

18. WRITE Policies And Procedures For
Each Management Area
Advertising in urban newspapers, adding "Minority
candidates encouraged to apply" to all job adds and
postings, and specifically searching out possible
minority candidates are procedures that carry out
this policy.)
It makes life in an organization much easier for
everyone -- and much less subject to legal and
other challenges -- if policies and procedures for
every aspect of its functioning are spelled out as
clearly as possible, and everyone has access to
them.

19. No plan of any sort is complete without a
mechanism for evaluating and improving on
it.
This is especially true for a management
plan, which may be the foundation for an
organization's success or failure.
 If a management plan works well in
practice, then it's likely that staff will be
reasonably happy and the organization's
work will get done well.