discuss how you would design a non-profit organization and how you would deal wi
ID: 376459 • Letter: D
Question
discuss how you would design a non-profit organization and how you would deal with challenges that might arise. Please do not just list theories or tools rather think about the type of culture you’d like to create if you were starting a new company.
Focus on a description of the culture you want to create using at least three frameworks of at least three different topics.
Framework 1:Use Daniel Rushkoff’s description of how people’s lack of awareness of the underlying legacy industry model and ways to avoid this when creating your company culture
Framework 2: how will leadership be involved in your company culture. -Hay Group’s six leadership styles (directive, visionary, participative, affiliative, pacesetting, and coaching)
Framework 3: the distinctions between control and influence, which have very different triads. Through the LIM, we are taught to focus on external goodies such as position power, prestige or money. The humanistic model, human-centric leading (HCL), focuses our attention on both external and internal goodies, looking at what actually motivates people. What motivates people are invisible, inner basic needs:
Love/connection - am I loved, do I love others? Do I feel connected to a team/group?
Certainty - do I feel safe?
Significance - do I matter? Am I important on this team? Do people notice if I’m not here?
Variety - do I have different things to learn and do? (opposite of boredom)
Growth - do I have room to grow?
Contribution - do I get to contribute my unique perspective? Do i help others from my heart (without strings attached) instead of from a wish to get something in return?
how will this incorporate into a nonprofits culture?
500 word limit
Explanation / Answer
COMPANY CULTURE ISN’T JUST FOR STARTUPS OR CORPORATIONS. IT’S A VITAL AND DEEP-SEATED PART OF EACH NONPROFIT’S DNA. LIKE JASON COHEN, THE FOUNDER OF WPENGINE, SAYS, “EVERY COMPANY HAS A CULTURE. THE ONLY QUESTION IS WHETHER OR NOT YOU DECIDE WHAT IT IS.”
NO MATTER ITS MISSION OR SIZE, IT’S IMPORTANT FOR EVERY NONPROFIT TO HAVE A SET OF CORE VALUES, BELIEFS, AND PERSPECTIVES. IN THIS POST, WE’LL DELVE INTO THE SIGNIFICANCE OF DEFINING ORGANIZATIONAL CULTURE AND A FEW OF ITS CENTRAL COMPONENTS TO KEEP IN MIND WHILE BUILDING YOUR OWN.
NONPROFIT ORGANIZATIONS ARE ORGANIZED FOR A PUBLIC OR MUTUAL BENEFIT OTHER THAN GENERATING PROFIT FOR OWNERS OR INVESTOR’S NONPROFIT ORGANIZATIONS SHARE FIVE COMMON CHARACTERISTICS:
1. THEY ARE ORGANIZED,
2. PRIVATE (SEPARATE FROM THE GOVERNMENT)
3. SELF-GOVERNING,
4. NON-PROFIT-DISTRIBUTING AND
5. VOLUNTARY
NONPROFITS CAN BE GROUPED BASED ON THEIR FIELD OF INTEREST AS WELL. THE NATIONAL TAXONOMY OF EXEMPT ENTITIES CORE CODES CLASSIFIES 10 GROUPS:
1. ARTS, CULTURE AND HUMANITIES
2. EDUCATION
3. ENVIRONMENT AND ANIMALS
4. HEALTH
5. HUMAN SERVICES 6. INTERNATIONAL, FOREIGN AFFAIRS
7. PUBLIC, SOCIETAL BENEFIT
8. RELIGION RELATED
9. MUTUAL/MEMBERSHIP BENEFITS
10. UNKNOWN, UNCLASSIFIED
HISTORICAL ROOTS
VOLUNTEERS HAVE FORMED GROUPS TO HELP PEOPLE IN NEED OR TO PROMOTE CULTURAL, SOCIAL OR EDUCATIONAL CAUSES SINCE THE EARLY HISTORY OF THE UNITED STATES. IN COLONIAL TIMES, AMERICANS ALREADY LIKED TO THINK OF THEMSELVES AS A “SELF-GOVERNING NATION” WHO DID NOT TRUST GOVERNMENTAL INVOLVEMENT AND PREFERRED TO ADDRESS SOCIAL PROBLEMS LOCALLY
CREATING IMPACT THROUGH LEARNING
DEVELOPING ORGANIZATIONAL KNOWLEDGE AND INTEGRATING THAT KNOWLEDGE INTO EVERYDAY PRACTICE CAN BE A POWERFUL TOOL FOR MULTIPLYING AN ORGANIZATION’S IMPACT, ESPECIALLY AS IT GROWS. BUT A NONPROFIT DOESN’T HAVE TO BE A MULTISITE, MULTIMILLION-DOLLAR AGENCY, OR EVEN HAVE A DEDICATED KNOWLEDGE MANAGEMENT FUNCTION, TO BENEFIT FROM CLEAR GOALS, INCENTIVES, AND WELL-DEVELOPED PROCESSES FOR ORGANIZATIONAL LEARNING.
IN SOME ORGANIZATIONS THE LOCUS OF ACTIVITY IS IN STAFF TRAINING; FOR OTHERS IT MAY BE IN IMPACT ASSESSMENT OR PERFORMANCE MANAGEMENT. WHEREVER LEARNING SITS, THE KEY IS THAT IT BE CLOSELY CONNECTED TO THE ORGANIZATION’S MISSION AND IMPACT.
THIS CONNECTION IS ALSO THE BIGGEST CHALLENGE. ALTHOUGH 98 PERCENT OF NONPROFIT ORGANIZATIONS REPORTED IN OUR SURVEY THAT THEY COLLECTED A LOT OF INFORMATION, A THIRD OF THEM SAID THAT THEY WERE UNABLE TO REFLECT ON IT AND INTEGRATE IT IN A MEANINGFUL WAY INTO PROGRAM ACTIVITIES
USE DANIEL RUSHKOFF’S DESCRIPTION OF HOW PEOPLE’S LACK OF AWARENESS OF THE UNDERLYING LEGACY INDUSTRY MODEL AND WAYS TO AVOID THIS WHEN CREATING YOUR COMPANY CULTURE
THE TRUTH IS, YOUR CULTURE IS THE FOUNDATION OF YOUR ORGANIZATION BECAUSE IT DETERMINES YOUR TEAM’S COLLECTIVE UNDERSTANDING OF HOW YOU’RE NONPROFIT OPERATES. BEYOND THAT, IT CAN ALSO IMPACT DONOR SATISFACTION, AND THE EXCITEMENT AND COMMITMENT WITH WHICH YOU’RE TEAM WILL DO ITS WORK.
MOST IMPORTANTLY, IT PROTECTS AND DEMONSTRATES THE CORE VALUES YOU UPHOLD.
WHEN YOU’RE STAFF AND SUPPORTERS UNDERSTAND YOUR ORGANIZATION’S CORE VALUES, YOU CAN TRUST THEM TO MAKE THE RIGHT DECISIONS, NO MATTER THEIR ROLE. AND IT’S VITAL THAT YOU TAKE THE TIME TO ASSESS YOUR ORGANIZATION’S VALUES TO ENSURE YOUR TEAM MEMBERS ARE ON THE SAME PAGE.
TO GET STARTED, YOU CAN ASK YOURSELF:
· WHAT IS THE ATMOSPHERE LIKE IN OUR WORKING ENVIRONMENT?
· HOW DO WE COMMUNICATE WITH EACH OTHER AND OUR DONORS?
· HOW DO OUR TEAM MEMBERS WORK TOGETHER?
· WHAT DOES OUR DECISION-MAKING PROCESS LOOK LIKE, AND WHO DOES IT INVOLVE?
· HOW DO WE DEFINE OUR WORK HOURS AND TYPICAL DAY AT THE OFFICE?
· DO WE RELY ON A SYSTEM THAT WORKS? DO WE STRIVE TO LEARN AND INNOVATE?
· HOW DO WE DEFINE OUR APPROACH TO OUR WORK AND MISSION?
DEFINING ORGANIZATIONAL CULTURE IS A PROCESS. IT TAKES TIME TO BUILD, AND EVERY MEMBER OF AN ORGANIZATION HAS A ROLE IN CULTIVATING IT.
·DO YOU PRACTICE TRANSPARENCY WITH YOUR TEAM MEMBERS?
·DO YOU CLEARLY COMMUNICATE WITH YOUR STAFF MEMBERS ABOUT THEIR GOALS AND PROGRESS?
·DOES YOUR STAFF HAVE HIGH VISIBILITY INTO WHERE YOUR ORGANIZATION IS CURRENTLY, AND WHERE IT’S HEADED IN THE FUTURE?
· DO YOU WELCOME HONEST FEEDBACK FROM YOUR EMPLOYEES?
ORGANIZATIONAL CULTURE IS INTENTIONALLY DEFINED, PROACTIVELY PRACTICED, AND LAUNCHED BY LEADERSHIP. CLEARLY COMMUNICATE YOUR VALUES AND LIVE YOUR CULTURE IN YOUR ACTIONS. YOUR STAFF WILL FOLLOW YOUR CUE.
IT’S IMPORTANT THAT ALL OF A NONPROFIT’S STAFF MEMBERS, AS WELL AS THE CEO, UNDERSTAND WHAT IT DOES OR DOESN’T STAND FOR. WHEN ALL YOUR TEAM MEMBERS KNOW THE ORGANIZATION’S MISSION STATEMENT, YOU CAN TRUST THEY WILL MAKE DECISIONS THAT ALIGN WITH YOUR CORE VALUES AND VISION.
EMBED YOUR MISSION INTO YOUR SHARED CORE VALUES AND CULTURE. THIS WILL STRENGTHEN YOUR TEAM’S SENSE OF PURPOSE AND HELP IT MOVE IN A UNIFIED DIRECTION. CONSIDER THESE FOLLOWING QUESTIONS WHEN DEFINING YOUR ORGANIZATIONAL CULTURE:
· WHAT DO WE STAND FOR?
· WHAT DO WE NOT STAND FOR?
· HOW DO WE MEASURE OUR ORGANIZATION’S IMPACT?
· WHAT ARE WE WILLING TO FUND?
· WHAT WILL WE NOT FUND?
HOW WILL LEADERSHIP BE INVOLVED IN YOUR COMPANY CULTURE. -HAY GROUP’S SIX LEADERSHIP STYLES (DIRECTIVE, VISIONARY, PARTICIPATIVE, AFFILIATIVE, PACESETTING, AND COACHING)
DIRECTIVE STYLE
THE PRIMARY OBJECTIVE OF THE DIRECTIVE STYLE IS IMMEDIATE COMPLIANCE. THIS STYLE RELIES ON "DIRECTIVES" RATHER THAN "DIRECTION," AND USES VERY LITTLE DIALOGUE. CLOSE MONITORING IS SUPPORTED BY NEGATIVE, CORRECTIVE FEEDBACK WITH AN IMPLIED, IF NOT EXPLICIT, THREAT. EFFORTS TO MOTIVATE ARE FOCUSED MAINLY ON THE CONSEQUENCES OF NON-COMPLIANCE.
THE DIRECTIVE STYLE IS MOST EFFECTIVE
WHEN APPLIED TO RELATIVELY STRAIGHTFORWARD TASKS; IN CRISIS SITUATIONS; WHEN DEVIATIONS FROM COMPLIANCE WILL RESULT IN SERIOUS PROBLEMS; WITH PROBLEM EMPLOYEES, WHEN ALL ELSE HAS FAILED.
THE DIRECTIVE STYLE IS LEAST EFFECTIVE
WHEN APPLIED TO TASKS THAT ARE NOT STRAIGHTFORWARD - THE MORE COMPLEX THE TASK, THE MORE INEFFECTIVE THIS STYLE BECOMES, POSSIBLY PROVOKING REBELLION; OVER THE LONG TERM; WITH SELF-MOTIVATED, CAPABLE EMPLOYEES.
VISIONARY STYLE
THE VISIONARY STYLE PROVIDES LONG-TERM DIRECTION AND VISION. THIS STYLE RELIES ON DIALOGUE WITH OTHERS AS WELL AS THE MANAGER'S UNIQUE PERSPECTIVE ON THE BUSINESS TO ESTABLISH A VISION. THE MANAGER KEEPS OTHERS ENGAGED BY ASSURING THEM THAT THE DIRECTION IS IN THE LONG-TERM BEST INTERESTS OF THE GROUP AND THE ORGANIZATION, AND BY MONITORING PERFORMANCE TOWARD THE ESTABLISHED GOALS WITH BALANCED FEEDBACK TO EMPLOYEES.
THE VISIONARY STYLE IS MOST EFFECTIVE
WHEN A NEW VISION OR CLEAR DIRECTION AND STANDARDS ARE NEEDED; WHEN THE LEADER IS PERCEIVED TO BE THE “EXPERT” OR “AUTHORITY”; AND WHEN THERE ARE NEW EMPLOYEES WHO DEPEND ON THE LEADER FOR GUIDANCE. THE VISIONARY STYLE IS LEAST EFFECTIVE
WHEN THE LEADER DOES NOT DEVELOP EMPLOYEES; WHEN THE LEADER IS NOT PERCEIVED AS CREDIBLE; AND WHEN THE LEADER IS TRYING TO PROMOTE SELF MANAGED WORK TEAMS AND PARTICIPATORY DECISION MAKING
AFFINITIVE STYLE
THE PRIMARY OBJECTIVE OF THE AFFILIATIVE STYLE IS TO CREATE HARMONY AND AVOID CONFLICT. A MANAGER UTILISING THE AFFILIATIVE STYLE SPENDS A LOT OF TIME CULTIVATING RELATIONSHIPS WITH EMPLOYEES. THIS STYLE TENDS TO REWARD PERSONAL CHARACTERISTICS AND AVOID PERFORMANCE-RELATED CONFRONTATIONS.
THE AFFILIATIVE STYLE IS MOST EFFECTIVE
WHEN USED AS PART OF A REPERTOIRE INCLUDING THE VISIONARY, PARTICIPATIVE, OR COACHING STYLES; WHEN GIVING PERSONAL HELP (E.G., COUNSELING); AND IN GETTING DIVERSE, CONFLICTING GROUPS TO WORK TOGETHER HARMONIOUSLY.
THE AFFILIATIVE STYLE IS LEAST EFFECTIVE
WHEN EMPLOYEES’ PERFORMANCE IS INADEQUATE; IN CRISES OR COMPLEX SITUATIONS NEEDING CLEAR DIRECTION AND CONTROL; AND WITH EMPLOYEES WHO ARE TASK-ORIENTED OR UNINTERESTED IN HAVING A FRIENDSHIP WITH THEIR MANAGER.
PARTICIPATIVE STYLE
THE PRIMARY OBJECTIVE OF THE PARTICIPATIVE STYLE IS TO BUILD COMMITMENT THROUGH CONSENSUS. THIS STYLE RELIES ON THE ABILITY OF TEAM MEMBERS TO ESTABLISH THEIR OWN DIRECTION AND TO RESOLVE THEIR CONFLICTS CONSTRUCTIVELY. IT IS TYPICALLY CHARACTERIZED BY A LOT OF MEETINGS, A LOT OF LISTENING, RECOGNITION OF ADEQUATE PERFORMANCE, AND LITTLE CRITICISM OF LOW PERFORMANCE.
THE PARTICIPATIVE STYLE IS MOST EFFECTIVE
WHEN EMPLOYEES ARE COMPETENT; WHEN EMPLOYEES MUST BE CO-ORDINATE; AND IN INSTANCES WHEN A LEADER IS UNCLEAR ABOUT THE BEST APPROACH.
THE PARTICIPATIVE STYLE IS LEAST EFFECTIVE
IN CRISES, WHEN THERE’S NO TIME TO HOLD MEETINGS; AND WHEN EMPLOYEES ARE INCOMPETENT, LACK CRUCIAL INFORMATION, OR NEED CLOSE SUPERVISION.
PACESETTING STYLE
THE PRIMARY FOCUS OF THE PACESETTING STYLE IS TASK ACCOMPLISHMENT TO HIGH STANDARDS OF EXCELLENCE. LEADERS UTILIZING THE PACESETTING STYLE TEND TO LEAD BY MODELING. THEY ESTABLISH THEMSELVES AS THE STANDARD AND ARE APPREHENSIVE ABOUT DELEGATING. THEIR CONCERN WITH THE IMMEDIATE TASK ACCOMPLISHMENT MAKES THEM DISINCLINED TO COLLABORATE WITH THEIR PEERS, EXCEPT WHEN THEY NEED TO OBTAIN OR EXCHANGE RESOURCES.
THE PACESETTING STYLE IS MOST EFFECTIVE
WHEN EMPLOYEES ARE HIGHLY MOTIVATED, COMPETENT, AND KNOW THEIR JOBS; WHEN MANAGING INDIVIDUAL CONTRIBUTORS (E.G., SCIENTISTS IN R&D, SOCO); IN MAKING THE ORGANIZATION MOVE FAST; AND IN DEVELOPING EMPLOYEES WHO ARE SIMILAR TO THE MANAGER
THE PACESETTING STYLE IS LEAST EFFECTIVE
WHEN THE MANAGER CANNOT DO ALL HIS/HER WORK PERSONALLY; AND WHEN EMPLOYEES NEED DIRECTION, DEVELOPMENT, AND CO-ORDINATION.
COACHING STYLE
THE PRIMARY OBJECTIVE OF THE COACHING STYLE IS THE LONG-TERM DEVELOPMENT OF OTHERS. A MANAGER USING THE COACHING STYLE HELPS INDIVIDUALS IDENTIFY THEIR UNIQUE STRENGTHS AND WEAKNESSES. THIS TYPICALLY INVOLVES SITTING DOWN WITH THE EMPLOYEE AND CONDUCTING A CANDID, MUTUAL ASSESSMENT OF THE EMPLOYEE'S STRENGTHS AND WEAKNESSES IN LIGHT OF HIS OR HER ASPIRATIONS. THE MANAGER HELPS THE EMPLOYEE TO ESTABLISH A DEVELOPMENT PLAN, AND PROVIDES ONGOING SUPPORT AND FEEDBACK.
THE COACHING STYLE IS MOST EFFECTIVE
WHEN EMPLOYEES ACKNOWLEDGE A DISCREPANCY BETWEEN THEIR CURRENT LEVEL OF PERFORMANCE AND WHERE THEY IDEALLY WOULD LIKE TO BE; AND WHEN EMPLOYEES ARE MOTIVATED TO TAKE INITIATIVE AND SEEK PROFESSIONAL DEVELOPMENT.
THE COACHING STYLE IS LEAST EFFECTIVE
WHEN THE MANAGER LACKS EXPERTISE; WHEN EMPLOYEES REQUIRE MUCH DIRECTION AND FEEDBACK; AND WHEN IN CRISES.
THE DISTINCTIONS BETWEEN CONTROL AND INFLUENCE, WHICH HAVE VERY DIFFERENT TRIADS. THROUGH THE LIM, WE ARE TAUGHT TO FOCUS ON EXTERNAL GOODIES SUCH AS POSITION POWER, PRESTIGE OR MONEY. THE HUMANISTIC MODEL, HUMAN-CENTRIC LEADING (HCL), FOCUSES OUR ATTENTION ON BOTH EXTERNAL AND INTERNAL GOODIES, LOOKING AT WHAT ACTUALLY MOTIVATES PEOPLE. WHAT MOTIVATE PEOPLE ARE INVISIBLE, INNER BASIC NEEDS:
LOVE/CONNECTION - AM I LOVED, DO I LOVE OTHERS? DO I FEEL CONNECTED TO A TEAM/GROUP?
CERTAINTY - DO I FEEL SAFE?
SIGNIFICANCE - DO I MATTER? AM I IMPORTANT ON THIS TEAM? DO PEOPLE NOTICE IF I’M NOT HERE?
VARIETY - DO I HAVE DIFFERENT THINGS TO LEARN AND DO? (OPPOSITE OF BOREDOM)
GROWTH - DO I HAVE ROOM TO GROW?
CONTRIBUTION - DO I GET TO CONTRIBUTE MY UNIQUE PERSPECTIVE? DO I HELP OTHERS FROM MY HEART (WITHOUT STRINGS ATTACHED) INSTEAD OF FROM A WISH TO GET SOMETHING IN RETURN?
OVER TIME, YOU MAY EXPERIENCE SHIFTS IN YOUR CULTURE—ESPECIALLY IF YOUR ORGANIZATION GROWS. TO ENSURE YOU STAY INTENTIONAL IN YOUR EFFORTS TO MAINTAIN CULTURE, RENEE RECOMMENDS A PULSE CHECK AMONG THE EXECUTIVE TEAM.
MAKE A POINT TO PAUSE AND CONSIDER YOUR CULTURE AT REGULAR INTERVALS. ASK YOUR TEAM WHAT WORDS THEY WOULD USE TO DESCRIBE YOUR ORGANIZATION AND WHAT IT’S LIKE TO WORK THERE. EXAMINE THESE SENTIMENTS ALONGSIDE YOUR SHORT AND LONG TERM GOALS. THESE CONVERSATIONS HELP YOU CHECK IF YOUR ORGANIZATION IS SIMULTANEOUSLY GROUNDED IN THE RIGHT VALUES AND PRIMED FOR GROWTH, OR IF YOU NEED TO MAKE CHANGES.
WHEN YOU FOCUS ON CULTURE FIT, YOU MAKE HIRING DECISIONS THAT BENEFIT BOTH YOUR ORGANIZATION AND NEW TEAM MEMBERS. NOT TO MENTION, YOU SAVE PRECIOUS DOLLARS IN THE LONG RUN. ARE YOU IN THE PROCESS OF RECRUITING A NEW HIRE?
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