MESSAGE
| DATE | 2005-01-18 |
| FROM | From: "Martin, Jared"
|
| SUBJECT | RE: [hangout] Staff Development and Organizational Capacity
|
I'd like to introduce myself, I hope this is the appropriate way to do so. My name is Jared Martin I've visited a few times the last few weeks on Sunday nights. I'm a windows tech that would rather be a Linux tech. I know the basics of Linux, teaching myself C, but I've still have a lot to learn.
I've been asked to install a small server in a cell phone/graphic design store with 5 workstations. They are asking for exchange functionality. I'd like to set them up with Linux, but since it would be my first time, I'd like it if someone could give me a hand. I'd go for the experience while the person who helps could either take the money or donate it to NYLXS. I'm sure this is trivial for many of you, but perhaps the money is needed/wanted, and I'm sure the experience I would get would be invaluable to me and would put me in a better position to support NYLXS in the future.
Also, would this be a poor place to ask questions about C programming?
Thanks for your consideration...
Sincerely,
*****************************
Jared Martin
IT Desktop Support
Davis & Gilbert LLP
1740 Broadway
New York, NY 10019
Help Desk: 212-237-1500
Office: 212-237-1504
Cell: 646-773-4138
Fax: (212) 974-7023
*************************************
-----Original Message-----
From: owner-hangouts-at-mrbrklyn.com [mailto:owner-hangouts-at-mrbrklyn.com]On
Behalf Of Ruben Safir
Sent: Tuesday, January 11, 2005 12:09 PM
To: Evan Inker
Cc: hangout-at-nylxs.com
Subject: Re: [hangout] Staff Development and Organizational Capacity
We need new people who believe in our mission. Until we get past that,
we have considerable problems.
Ruben
On Tue, 2005-01-11 at 11:34, Inker, Evan wrote:
> Interesting Article on what is needed for a Non-Profit Staff to
> succeed in carrying out Non-Profit Day to Day Activities.....
> I think the areas where NYLXS as a whole needs work is in the
> following areas:
> (1) Require personal responsibility and accountability, (2) Self
> Management, (3) Self-Motivated Continuous Learning, and (4)
> Teamwork...
>
>
> Staff Development and Organizational Capacity
> http://www.nonprofitbasics.org/TopicAreaPreferredPractices.aspx?ID=6&A=1
>
> Preferred Practices are quick tips for successful nonprofit management
> that have been recommended by university faculty, nonprofit staff and
> foundation leaders.
>
> Encourage expanded staff activity. If staff meet or exceed present job
> expectations, challenge them to describe a project or area of activity
> that they would enjoy and involves expanded responsibility in terms of
> the acquisition of new personal and/or professional skills. Adapted
> From: Empowerment for High Performing Organizations by William A.
> Guillory and Linda A. Galindo
> Minimize organizational hierarchy. Hierarchical environments support a
> line-of-authority system and discourage cross-functional teams that
> focus on clients and services; base influence and authority on
> demonstrated competence, performance, and an ability to manage
> oneself, rather than solely on power position. Adapted From:
> Empowerment for High Performing Organizations by William A. Guillory
> and Linda A. Galindo
> Encourage personal growth. Personal growth and professional
> development are a way of life in successful organizations; this
> involves goal setting and achievement, which continually drives the
> enhanced capability of employees. Adapted From: Empowerment for High
> Performing Organizations by William A. Guillory and Linda A. Galindo
> Highly involve staff. In high-involvement organizations, employees
> must assume responsibility, authority and accountability for
> understanding and ensuring the successful production of a whole aspect
> of work; the more employees are involved in designing and controlling
> their work functions, the more productively and efficiently the
> organization will operate. Adapted From: Empowerment for High
> Performing Organizations by William A. Guillory and Linda A. Galindo
> Understand that people are an organization's most valuable resource.
> The people who comprise an organization determine the manner in which
> a management system operates; the development, utilization, and
> retention of creative and innovative employees will determine the
> survival of an organization. Adapted From: Empowerment for High
> Performing Organizations by William A. Guillory and Linda A. Galindo
> Encourage self-management. With coaching and mentoring, employees can
> be given the responsibility of organizing priorities and working
> independently; management does not disappear, but is passed on to the
> employee. Adapted From: Empowerment for High Performing Organizations
> by William A. Guillory and Linda A. Galindo
> Accept Change. Effectiveness requires adopting a mindset that rapid
> change is a way of life; an employee's role may continuously change
> function with changes in client needs and the occurrence of
> unpredictable events. Adapted From: Empowerment for High Performing
> Organizations by William A. Guillory and Linda A. Galindo
> Engage staff in teamwork. Teamwork can add efficiency, effectiveness
> and creativity to a project, but requires a shift in focus from
> self-interest to an expanded perspective that involves a balance of
> synergistic group interdependence and the full expression of
> individual excellence. Adapted From: Empowerment for High Performing
> Organizations by William A. Guillory and Linda A. Galindo
> Encourage self-motivated continuous learning. Continuous learning is a
> necessity to staff and can add greatly to their value within the
> organization; this learning can range from formal seminar and course
> participation to informal inquiry relating to the organization
> programs and participants. Adapted From: Empowerment for High
> Performing Organizations by William A. Guillory and Linda A. Galindo
> Challenge the performance of staff. Success within an organization
> occurs when individuals move beyond self-imposed limitations about
> their capabilities to perform; the greatest challenge we face in
> expanding our performance is not in learning about what we should or
> should not be required to do, but in what we need to learn and change
> for the organization to be more successful. Adapted From: Empowerment
> for High Performing Organizations by William A. Guillory and Linda A.
> Galindo
> Require personal responsibility and accountability. In order for
> expanded responsible delegation to occur, employees need to assume
> greater charge of their work tasks by planning with care and
> knowledge, anticipating pitfalls, and designing solutions in advance.
> Adapted From: Empowerment for High Performing Organizations by William
> A. Guillory and Linda A. Galindo
>
>
>
>
>
> ****************************************************************************
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____________________________
NYLXS: New Yorker Free Software Users Scene
Fair Use -
because it's either fair use or useless....
NYLXS is a trademark of NYLXS, Inc
____________________________
NYLXS: New Yorker Free Software Users Scene
Fair Use -
because it's either fair use or useless....
NYLXS is a trademark of NYLXS, Inc
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