This document discusses various topics related to voluntary organizations, including: - The different types of voluntary organizations and the roles volunteers play - The three broad types of voluntary work: mutual support, service delivery, and campaigning - Maslow's hierarchy of needs theory and other theories of human motivation - Factors that enable people's efforts in organizations like motivation, roles, groups, and power/influence - Understanding individuals' preferred work environments and psychological needs - Managing roles, stress, and complexity in voluntary organizations

1. DPA 309 Voluntary Sector Management
Josefina B. Bitonio, DPA
Professor

2. Source: PPT_Gervacio.pdf.ncpag

3. What are Voluntary
Organization?
Voluntary Organization fall into five categories –
with a lot of overlap:
a. Service providers
b. Research & Advocacy
c. Self help groups
d. Intermediary bodies like council

4. Volunteers play different roles in different
types of organization. In some they are
the core professionals, in others, they
hold accountability of the organization
by sitting on its management
committee, leaving he professional to
do the day to day work. In others they
are the supporters and fund raisers.

5. There are three broad type of voluntary
work
Mutual support
Service Delivery
Campaigning

6. Mutual Support Group
A mutual support group
needs only the minimum
amount of organization to
service the members, to
find reasons fro meetings,
to send occasional
circulars, to let its
existence be known to
people who might need it.
The only qualification for
membership is that you fit
the description of the
organization.

7. Any single parent can
join an association for
single parents; any
alcoholic can join
alcoholic Anonymous.
No one is going to vet
them for intelligence,
analyze or give them
an aptitude test.

8. They exist to meet a need, to
provide help to those in need it.
They take pride in being
professional, effective and low
cost. They are selective about
their recruits, demanding in their
review of standards, prepared
to be reprimand where
necessary, even to dismiss
someone whose work is
inadequate. They are
“managed” organization.
Service Delivery Organizations
They are within much the paraphernalia of bureaucracy, jobs which carry
for definitions, with formal responsibilities and accountability to other
bodies.

9. Campaigning Organizations
They are led rather than
managed. The essence
of the organization is that
of adherent to a cause,
focused on a leader,
often a charismatic one
whose personality infects
the organization. The
only qualification for
belonging is that you
believe

10. People in the Organization
Organization are people. Organizational
competence depends on a proper understanding
of how people think and behave as individuals,
in roles in groups and in relationship generally.
Let us review the four areas that enables
people’s effort rather than getting in their way:
• Motivation
of
individual
• People in
their roles
• Ways of
groups • Power &
influence

12. Our ambivalence about how to use the word
reflects our uncertainty about motivation. In
reality, some things get us excite, energetic,
enthusiastic. WE also know, that what works for
one person wont necessarily work for the next.
Individuals are gloriously different but also in
some respect quite similar
It is important to understand what expectations
each individual brings to the organization. One
way of expressing this is to talk about the needs
of the individual. There is a whole raft of theories
about the needs of people.

13. Maslow’s Hierarchy of Needs Theory
Abraham Maslow is well
renowned for proposing the
Hierarchy of Needs Theory in
1943. This theory is a classical
depiction of human motivation.
This theory is based on the
assumption that there is a
hierarchy of five needs within
each individual. The urgency of
these needs varies. These five
needs are as follow
https://www.managementstudyguide.com/maslows-hierarchy-needs-theory.htm

14. . Self-actualization need- This include the urge to become what you are
capable of becoming / what you have the potential to become. It includes
the need for growth and self-contentment. It also includes desire for
gaining more knowledge, social- service, creativity and being aesthetic.
The self- actualization needs are never fully satiable.
Physiological needs- These are the basic needs of air, water, food,
clothing and shelter. In other words, physiological needs are the needs for
basic amenities of life.
Safety needs- Safety needs include physical, environmental and
emotional safety and protection. For instance- Job security, financial
security, protection from animals, family security, health security, etc.
Social needs- Social needs include the need for love, affection, care,
belongingness, and friendship.
.Esteem needs- Esteem needs are of two types: internal
esteem needs (self- respect, confidence, competence,
achievement and freedom) and external esteem needs
(recognition, power, status, attention and admiration).

15. Hygiene factors (food, security, sometimes money) are important only
when they fall below what is adequate. To giver someone more food
when they got enough does nothing to them. Of the other motivating
factors, like self fulfillment, the opportunity for creativity and influence,
you can never have enough.

16. McClelland focuses
on three needs : for
achievement, power and
affiliation. Successful
leaders have high needs
for power and
achievement without too
much concern for
affiliation. People with
high needs for affiliation
concentrate on
relationships rather than
the tasks/

17. Murray and
Roethlisberger
and Dickson
extends Maslow
and Henzberg by
adding more
needs, up to
thirty.
Ardrey, selected
identity, security
and stimulation
as his three
needs that have
to be satisfied in
one way or
another.

18. Voluntary organizations should, be definition, operate
under co-operative psychological contracts. This is
more subtle. We are not just concerned with our needs
we are concerned with the sort of people we are and
we would like to be, with our self concept.
To use Macgregor's famous distinction, a
coercive contract suggests Theory X ( people
need to be pushed) while a co-operative one id
Theory Y (people push themselves)

19. Preferred Environment
• Realistic. The realistic person seeks
objectives, concrete goals and tasks and likes
to manipulate things. Such people are best
suited to agriculture, engineering, outdoor
work and practical jobs.
• Intellectual. Ideas, words and symbols are
important to these people, who are best
suited to tasks requiring abstract and creative
abilities, suggesting science, teaching or
writing.

20. • Social. Known for their interpersonal skills
and interest in other people. Social work and
counseling are possible jobs and so is the
organization of others.
• Conventional. This type copes with life by
following the rules . Accounting office work
and administration suit them well.

21. • Enterprising. High energy, enthusiasm,
dominance and impulsiveness are the
hallmarks of these people, leading to
occupations such as sales, politics, starting
new enterprises or foreign service.
• Artistic. Artistic people uses feelings,
intuitions and imaginations to create forms
and products, leading most obviously to the
performing arts, writing, painting and music,

22. In searching for our psychological success, we
experience if:
a. we set challenging
goal for ourselves;
b. we determine our own
methods of achieving
that goal.
c. The goal is relevant to
our self concept.
d. We achieve the goal.

23. Paradoxes
• Don’t tell people what to aim for. Its better if
they work out their goals for themselves. Do
emphasize that they can measure success or
progress.
• Don’t shout at people who make mistakes. It
will paradoxically make them try less hard. Do
insist that they learn from the mistake and set
new goals for next time.

24. • Don’t assume that everyone is like you. Do
encourage people to be explicit about their
psychological contract. What they expect to
give and what to get from their work.
• Don’t give only negative feedback. Do find
every excuse to praise work well done;
stroking is good, stroking is good for ego and a
good ego makes a good contract.
• Don’t make promises for good work. It
creates only dependent pigeons, and you will
get locked into never ending promises.

25. For everyday purposes, it is enough to remember
these key points:
a. People like targets. Without something to
aim for, work is just a job. The targets should
be ones people have themselves accepted as
theirs. Whenever possible, targets are
necessary so as not to be dependent on the
views of others.
b. People like to feel good. It is easier to raise
someone’s standard by raising their targets and
praising any achievement than by reproaching
them for faults.

26. • People are different. Different people want
different things out of their life and their
work, even different things at different times
or different things in different contexts.

28. Role Set
You
The organization
of voluntary world, are
peopled by role
collectors. No wonder
that there are
overlapping roles,
confused roles,
ambiguous roles,
conflicting roles, just
too many roles per
head.

29. A little stress is good
for most of us. It keeps us
stretched, but the stress
that keeps us stretched is
the stretch of targets,
deadlines and standards.
The stress that comes from
too many roles or too much
role confusion is the stress
that overloads. It may
sometime stimulate but it
never stretches.
To cope with overload
• Filtering. Screening out
some of the complexity. Deal
with isn't urged, tackling only
those issues which need a
snap answer; or a yes/no
decision.
• Withdrawal. Withdraw
physically, with a packed
appointments schedule or
being continually traveling or
out visiting. Burnout is an
extreme form of withdrawal.

30. • Displacement.
Unburdening
oneself of the
complexity. Think
of was to letting out
pressure like
laughter. Without
escape valves the
complexity bottled
up within us leads
to breakdowns.
Those coping
methods work for the
individual. Busyness
can keep the difficult
problems at bay.
Withdrawal can lead to
detachment, while
displacement makes it
all easier to bear.
Unfortunately, one
person’s coping is
another person’s
problem.

31. It helps strangely, to think of job
as a doughnut. Even if you do
everything on your list, you wont
have succeeded because there
are more. The more is the empty
space on the doughnut. It is
empty because it is unspecified.
It is the area for discretion, the
chance for the individual to make
a difference, to improve on the
present. Too much discretion is
distracting for most people. We
like to know the boundaries of
how fart we can go and where is
the edge of discretion lie. Jobs
without edges are very
burdensome.
There are problems in
voluntary organization
because their aims are
often less specific as
their organizational
structure are fluid,
because individuals are
expected to shape their
own roles.

32. Define your own and other
people’s doughnuts
• The core is well known and precisely determined.
• The boundaries of the whole are well understood in
terms of responsibilities, time and function.
• There is enough room for discretion but not too much.
• There is a proper definition of what success or progress
means within the role so that the discretion can be used
for the right purposes.
• There is general agreement by those involved on the
shape and scope of individual doughnuts.

33. Two Aspect of Roles In
Organization
• Role Conditioning. Voluntary organizations
aren’t that much different from schools; for
we all like to put people in boxes for
convenience, boxes which becomes roles for
us and the roles become prisons.
People in roles talk to other people in roles. We
see people from the windows of our roles dressed in
clothes we give them because of their roles and this
inevitably affects the way we think of them, the way we
behave and the way others behave,

34. • Territory is ownership. All the roles have a bit
of territory connected with them. The territory is
psychological not physical. To a voluntary with
an ideology which tend to favor cooperatives
community and sharing, the very thought of a
private role space is alien.
It is hard to give your best to a temporary job
at a temporary table in someone else’s office.
Part of the psychological contract is likely to be
the chance to contribute I a role of our own.

35. • An understanding not only of territory but of all
the concepts of role is the key to a well run
place. We are all of us more than mere role
occupants, we occupy roles and so do others.
In our own interests, if we want to enjoy life and
in the interest of our organization, we ought to
understand what is going on behind a lot of
words and symbols. This are part and parcel of
life,

37. What is the difference between a
team and committee?
A team is where you want to be and a
committee is where you have to be.

38. Team
Teams are groups of people with shared and
common purpose each lending a particular
piece of expertise towards a goal from which
they all benefit if it achieved,

39. Committees are largely
composed of people who are
representatives of different
constituencies, interests or
sections , They give
approval to other people’s
proposals, to hear reports, to
decide between options.
They hold accountability of
an organization . Anything
which the organization does
is on behalf of others.

40. It should not be tempting to a team into committee,
particularly in voluntary organizations, perhaps the
model of committee and its ways of working is so
ingrained in people’s head. So that it is that task forces,
working parties, project groups or local teams are often
selected not on the basis of individual competence but
on the ground that we ought to have representatives.

41. Most organizations
need more teams and
fewer committees.
Most organizations
end up with many
committees and very
few teams, as a
result, too many
meetings.
Groups don’t always
to be formal, informal
networks, working
relationship and loose
alliances or friendships
are the veins of an
organization, where the
formal structure is the
skeleton. It is the veins
not the bones which
carry the blood.

42. All works other than done by worker or creator
depends on people cooperating and collaborating in
groups of some sort.
Organizations use groups, teams or committees
to the following things.
1. For distribution of work. To bring together a set of
skills, talents or responsibilities and allocate them to
particular duties.
2. For the management and control of work. To
allow work to be organized and controlled by appropriate
individuals with responsibility for a certain range of work.

43. • For problem solving and decision – taking.
To bring together people with the necessary
capacities and responsibilities to deal with a
problem.
• For information processing. To pass on
decisions or information to those who need to
know.
• For collecting information and ideas. To
gather ideas, information and suggestions.
• For testing and ratifying decisions. To test
the validity of a decision taken outside the group
or to approve decision.

44. • For increased commitment and involvement.
To allow and encourage individuals to get
involved in the plans and activities of the
organization.
• For negotiation or conflict resolution. To
resolve a dispute or argument between levels,
divisions or functions
• For inquest or inquiry into the past.

45. The starting position.
groups start off with a certain
size, a mix of people and a task.
Size. Large groups allow a
range of talent, skill and experience
but also limit the amount of
contribution that individuals can
make. Small groups breed
commitment and energy but lose
out on breadth of knowledge. It is
said that a good number is between
3-9.

46. People
A group must be large
enough to have a mix not
only on knowledge but of
characteristics. The brightest
individuals don’t usually
combine to make the
brightest team. Be wise to
find people different from you
in their way of working but
like you in their goals and
values.

47. Task
Group factors of size
and people, however,
depend on what the task
of the group is thought
to be. If the group has
to be represented even
if that makes the group
too large to be anything
more than debating and
voting assembly.
The blend of size, people and task can not
but affect the way the group works.

48. The Life of the Group
Forming
Storming
Norming
Performing

49. Rule of Thumb
• Avoid self perpetuating mechanisms like the
automatic re-election of committee members
(which closes the membership of the group)
• Insist that all propositions to a senior committee,
board or council come as set of option with no
specific recommendations (which frees
everyone to discuss all possibilities.
• Every so often invite relevant outsiders to
participate ( which helps to break down any well
understood information alliance or patterns of
reaction in the group

51. The acceptable side
of power is authority and
influence. When these
don’t work, we all find
means of getting people
to do something they
don’t usually want to do.
We may call them
charm or persuasion,
striking a bargain, or
making a promise
Power & Influence

52. Examples power of work:
• Reason
• Friendliness
• Coalition
• Bargaining
• Assertiveness
• Higher authority
• Sanctions

53. The Sources of Power
• Resource power. Control of money gives
power to influence pay awards, new posts,
promotions, and expenditure budgets. Even in
volunteer sector, money talks.
• Position power. The holder asks for things,
decide on things, give permission or stop things.
• Expert power. Expertise in some area, wiser,
more experienced or better qualified than others.
• Personal power. Call it charisma. The sort of
person one with go with because of who they
are rather than what they know or have.

54. Negative Power
• Outbreaks of negative
power in an organization
are symptom of something
deeper. People after all do
not exercise their negative
power if they are committed
to the organization, happy
in their work, with enough
responsibility to keep them
busy.
If these are lacking, you will find them stopping
something rather than starting it. Take the responsibility of
an organization, look for negative power.

55. Negative Power• Straight rejection. The leader
and the report are dismissed
out of hand.
• Bottom-drawer it. The report
is praised but then left unused.
Grateful for the praise yet may
not press for implementation
• Mobilizing political support.
The leader calls on support
from staff with similar interests.
• The nitty-gritty tactic. Minor
objections to fact or
interpretation are raised to
discredit and delay
implementation

56. Negative Power
• The emotional tactic.
How can you do this to
me… to my people.
• But in the future. The
report is fine today but
not tomorrow.
• The invisible man tactic.
No one is available for
discussion when
needed.
• Further investigation
required. The report is
sent back for more work.
• The scapegoat.
Someone else wont like it.
• Deflection. Attention is
directed to aspects of the
report where people have
enough expert knowledge
to contradict it.

57. Gatekeeper Power
• Most of us are gatekeepers,
we control access to
information. We can hug
that information to ourselves,
we can choose whom to give
it to, we can even lose or
forget it or even pseudo
information like gossip.
• Gatekeepers know things
instinctively. Even the best
intentioned of them need to
be more deliberate and
thoughtful in their use of
information.

58. Iatrogenic Power
• The worst of the
iatrogenic temptations is
fear. Machiavelli was
keen on fear as a
motivating device; better
than love, because you
cant control other
people’s love for you but
you can control their fear.
Fear works on a short term. People will jump to it, if they are
frightened, will keep things up to the mark for fear of
punishment. But it is not self sustaining behavior; remove
the fear and they no longer jump so fast or so high.

59. Competition and Conflict

60. Competition can degenerate into conflict but that
should not blind us to its good points:
• Good competition excites us. It stimulates us
to reach for new standards, to try new things, to
learn new skills in order to prove to ourselves
that we can do it. It enlarge our self concept.
• Good competition set standards. Competition
provides a basis for comparison. By allowing
them to compete they set their own standard for
efficiency which otherwise never be able to work
out theoretically.

61. • Good competition increases the cake. By
stimulating energies and raising standards,
competition enlarges people’s horizons,
produces new ideas and encourages new
possibilities, thus making it possible for more
people to have more.
When the cake is fixed, it makes one person
gain another person’s sacrifice.

62. For competition to be good,
it must be:
• Open. Everyone can in some sense win by
improving their own performance and thus
increasing the total cake.
• Fair. Everyone knows the rule. No one is
specifically privileged or specially
handicapped.
• Forgiving. There is forgiveness to failure or
mistakes, provided that one learns from them

63. Democratic power lies in the right of the members to
choose their officers and to unseat them at stated
intervals , leaving them to run the business of the
organizations.
Voluntary organizations legally
and logically are owned by no
one. Power resides within the
members or with their
representatives in the council,
or management committees.
Their constitution requires the
governing bodies to be elected
one way or another.
Democratic Power
Most of them are democratic in their
ideology, distrusting hierarchies, vertical
authority structures and decision
making by small oligarchies

64. Reference:
Charles Handy (1998) Understanding Voluntary
Organization. Penguin Books , England. P 1-81