MESSAGE
| DATE | 2005-01-11 |
| FROM | Ruben Safir
|
| 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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