Diagram of Managing Public Nonprofit Org.

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Slide 1

Diagram of Managing Public & Nonprofit Org. Catastrophies, for example, 9/11 and Katrina underscore the significance of powerful association and administration of open associations However, we are conflicted about government… it's an affection detest relationship frequently impacted by belief system

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What is Management? A wide range of points of view and systems for contemplating administration We will concentrate on association hypothesis and conduct from an open viewpoint Our essential system will analyzing the structures, procedures and individuals of open and charitable associations See p. 18 of Rainey for a wide meaning of an association

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Course Topics Foundational hypotheses Environment and systems Forms of sorting out Leadership, control & organization. culture Motivation Communication & struggle "New" administration

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The Study of Management is Important! Consider ascent of MPA projects like UNCW Need to address philanthropies and also government organizations (QENO) Management as a second calling

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Major Schools of Thought Purpose of concentrating on administration is to fabricate your "calculated toolbox" – that is, give various structures or points of view to comprehension organizations. furthermore, circumstances. Illustrations: Scientific Management Theory Administrative Management Theory

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Major Schools of Thought Human Relations Theory Human Resources Theory Systems Theory Quality Management Theory Organizational Culture & Leadership Theory

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Learning for a fact We will find out about administration by incorporating hypothesis (Rainey & Tompkins) and practice (Ashworth and each other). Watch your managers precisely - gain from both the great and the terrible - - essentially, let them know what they have to know, not what they need to listen (prudently!)

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Learning for a fact Ethics must be the establishment for practice - to begin with, trust your impulses (don't disregard discomfort) - - second, draw on different wellsprings of direction for how to act (childhood, confidence, loyalty to bosses and association, history, personal still, small voice) - - for open administration vocation, look especially close to "law based and sacred objective" (p. 165 in Ashworth)

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Learning for a fact Develop a persona like an egg with a semi-permeable shell There is a significant all inclusiveness of involvement openly benefit that rises above topography or office You are allowed to get baffled, however never completely demoralized or disillusioned

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Learning as a matter of fact You can't learn unless you get into the shred! Extend your customary range of familiarity… go up against new errands or difficulties that panic you a bit!

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Foundational Theories The Systems Metaphor - inputs, throughputs, yields - - criticism (single versus twofold circle) - - shut versus open or versatile frameworks Frederick Taylor and Scientific Management - every undertaking can be separated and "one best way" found to accomplish most productive process

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Foundational Theories Max Weber and the Ideal Bureaucracy - in view of legitimate and objective types of power rather than convention or moxy based - - concentrate on various leveled lines of power, standards, consistency, particular skill, soundness - - raised worries about requirement for individual freedom, innovativeness, adaptability

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Foundational Theories Administrative Management School: Principles of Administration - POSDCORB - - traverse of control (between 6-10 subordinates) - - one ace for every subordinate - - clear appointment and responsibility - - assignment homogeneity – different errands ought not be assembled together - - huge commitment, but rather shouldn't something be said about individuals?

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Foundational Theories Mary Parker Follett and the Law of the Situation - - the "giving of requests' ought to be founded on a shared understanding amongst bosses and subordinates of the specific circumstances and what it requires Hawthorne Studies: Discovery of Human Beings in the Workplace - social circumstance and brain science matters

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Foundational Theories Chester Barnard and The Importance of the Executive - pioneers instigate and facilitate key helpful activities - - impetuses matter cash as well as power, esteem, satisfaction of standards - - pioneers are enter in molding association culture - - the casual association is as imperative to understand as the formal structure

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Foundational Theories Herbert Simon and Bounded Rationality - concentrate on how choices are made in organizations - - entirely objective choices and decisions are impossible in complex circumstances - - directors "satisfice" or pick the best of a restricted arrangement of choices inside the limitations of constrained data and time

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Foundational Theories Kurt Lewin and Organizational Change - gatherings and people keep up a "semi stationary balance" in their dispositions and behaviors - - harmony comes about because of a harmony between forces squeezing for change and those squeezing against change (reason for compel field examination) - - must unfreeze and refreeze

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Foundational Theories Organizational Development - Action look into - - Participative basic leadership (PDM) Human Relations School - Maslow's order of necessities - - McGregor's Theory X and Theory Y

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Foundational Theories Contingency Theory - associations are open frameworks that react to social, financial and mechanical imperatives (Tavistock Institute) - - fruitful firms must have inner structures as mind boggling as their surroundings (Lawrence & Lorsch) - - associations have a tendency to be natural or mechanistic (Burns & Stalker)

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Distinctive Context of Public Management Fragmented Authority - different experts Open and Responsive Decision Process - working in a "goldfish bowl" Ambiguous and Intangible Goals - hard to characterize and control achievement

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Distinctive Context of Public Management Procedural Constraints - accentuation on responsibility limits managerial prudence Political Constraints - various partners with fluctuating levels of influence relying upon the issue - - places premium on arranging, strife resolution and coalition-building aptitudes

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Distinctive Context of Nonprofit Management Working With/Under a Board Funding Constraints - stipends, establishments, benefactors Mission-Driven versus Cash Driven Competition versus Joint effort Managing volunteers

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Distinctiveness of Public Management Working with Politicians - exceptionally current-issue situated - - they are on top - - an administrator must keep proficient separation and abstain from embeddings individual perspectives - - their reality is exchange offs, swapping, making deals, containing - - you should be engaged when you require them - - you should will to "be the fireplug"

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Distinctiveness of Public Management Working with the Press - think of them as another branch of government - - be extremely cautious about "confidentially" comments (the recorder is dependably on!) - - consider their perspective - - be brief; attempt to come down complex issues - - don't make suppositions about what they know - - don't give them a chance to control the meeting… know the one or two focuses you need to make and bore in

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Environment of Public Organizations Environmental checking can be a successful apparatus for comprehension hierarchical structure & conduct: - mechanical conditions - - legitimate conditions - - political conditions - - financial conditions

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Environment of Public Organizations Environmental examining (cont'd): - demographic conditions - - natural conditions - - social conditions Organizations are affected by their surroundings yet can order their own surroundings also

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Environment: Key Concepts Turbulence and interconnectedness describe the situations of most open associations. Associations can adjust their structures because of their surroundings, or they can change their specialties. - tremendous issue with philanthropies!

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Environment: Key Concepts Efficiency not really the most astounding need in the outline of U.S. government - outside powers, the media, intrigue bunches and nationals likewise request viability, timeliness, unwavering quality, and sensibility - - recall the three E's: effectiveness, effectiveness and value; once in a while uncomfortable partners!

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Competing Values Framework How to bode well out of all the distinctive organization. speculations and viewpoints in a way that us valuable toward comprehension organization. furthermore, organization. conduct? Quinn & Rohrbaugh recommend it comes down to the particular criteria or qualities being utilized to evaluate… and they all are vital relying upon the unique situation.

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Competing Values: Focus Internal worry with prosperity of representatives External sympathy toward the prosperity of the association

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Competing Values: Structure Concern for adaptability and change Concern for steadiness and control

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Competing Values Framework Parsons: to be a practical "social framework" an association is liable to "utilitarian objectives": Adaptive Function - - procure assets and acclimate to powers in external environment Goal Attainment Function - create arranges and coordinate their achievement

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Competing Values Framework Integrative Function - organize the work exercises toward objectives Pattern Maintenance Function - guarantee proceeded with duty of individuals Tension Management Function - resolve strains that unavoidably emerge

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Competing Values Framework Means-situated qualities - union, confidence, correspondence, arranging, goal-setting Ends-arranged qualities - development, asset securing, efficiency

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Competing Values Framework When these three measurements are compared, they uncover four contending models of organization.

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