1. Management of Not-For-Profit Organizations 472.31 4 Fall 2014

2. Project Presentations If the organization exists already What does it do? ₋ Perhaps just part of the organization Can you find its mission & mandate? Can you figure out its structure? If the organization doesn’t exist already What should it do? What should its mission or mandate be? What should it’s structure be?

3. Project Presentations Actions What actions should we take this semester to be useful to them? ₋ The “we” can be a group in this class, or people at Providence more broadly  If it’s “people at Providence”, how do we convince them? What actions should be taken at Providence over the next two years to be useful to them? Why? Why are these the right actions to take?

4. Accountability ch 4

5. Accountability In my opinion, in a well-run organization, everyone should be accountable to someone.

6. Accountability 3 core questions: Accountable to whom? For what? How?

7. Accountability Boards, managers, staff, & volunteers are accountable to multiple actors, for multiple priorities the membership the community the board the boss customer funders the mandate the law professional standards the job description unwritten expectations the budget effectiveness Which take precedence, when? Not everyone wants the same thing.

8. Accountability Confidentiality laws professional standards human dignity Transparency laws public trust ₋ effective ₋ prudent disclosure to board Judgment is necessary and appropriate. You’re organization is not a private corporation. You’ll probably find this goes against your “natural instincts”. A few things to remember: Reconciling contradictory requirements (real or apparent) is part of your job.

9. Senior Staff ch 6

10. Executive Leadership assumptions there is a single leader ₋ “The Executive” aka “The Executive Director” they are paid they are professional

11. Executive Focus mission money management simplified interdependent

12. The Paradox of Authority Board has final say but Executive Director usually leads the Board ₋ more information ₋ greater expertise ₋ greater stake in organization’s success ₋ greater identification with organization “A big part of your job is helping your bosses do their jobs well.”

13. Board-Centered Leadership Skills 1.Facilitating interaction in board relationships 2.Showing consideration and respect toward board members 3.Envisioning change and innovation for the organization with the board 4.Providing useful and helpful information to the board 5.Initiating and maintaining structure for the board 6.Promoting board accomplishments and productivity

14. Yukl’s Leadership Functions 1.Creating alignment on objectives and strategies 2.Building task commitment and optimism 3.Building mutual trust and cooperation 4.Strengthening collective identity 5.Organizing and coordinating activities 6.Encouraging and facilitating collective learning 7.Developing and empowering people

15. Leadership Across Boundaries Spend time on external relations Develop an informal information network Know your agenda Improvise and accept multiple partial solutions Promote responsiveness to stakeholders

16. Using the Political Frame What is a “frame”? a way of understanding a situation 4 ways to think about an organization’s life 1.The structural frame 2.The human resources frame 3.The political frame 4.The symbolic frame

17. 1.The Structural Frame An organization is a rational, goal-seeking entity. gives order and continuity ₋ certainty in mission ₋ clear goals ₋ explicit role expectations ₋ clear expectations for all staff ₋ clear hierarchy Most Executives use this frame the most.

18. 2.The Human Resources Frame An organization is a group of people. people are the most important asset the Executive’s job is to ₋ find ways for staff, volunteers & board members to flourish ₋ attend to individual hopes and aspirations ₋ guide passions ₋ build skills

19. 3.The Political Frame An organization is an actor in an environment. in competition for scarce resources in need of alliances The best Executives use this frame the 2 nd most. All Executives understate their use of this frame.

20. 4.The Symbolic Frame An organization is constructed by its society. the Executive’s uses ₋ ceremonies ₋ rituals ₋ artifacts to create a unifying system of beliefs Leaders should arouse “visions of a preferred organizational future”.

21. Multiple Frames According to Herman, the best Executives understand and use all 4 “frames” to understand and lead an organization. 1.structure 2.human resources 3.political 4.symbolic

22. Summary effective Executives accept and act on their psychological centrality provide facilitative leadership for their boards emphasize leadership beyond their organizations’ boundaries think and act in political ways