CSV2115 Leadership and Management in Community Services
Questions:
1.
Assuming you are staff member of the organisation that you have selected for your assignment 1-B. Your supervisor, by giving you the information (which is the lecture material on Week 8: Funding Submission on Black Board), asking you to develop a submission for funding to employ a Project Officer for a particular project within the organisation. In addition to the requirements of the funding body included in lecture slides, you need to provide the following as well:
- Develop selection criteria for employing a Project Officer for ONE YEAR.
- Provide a cover letter for submitting your application/submission to funding body.
- The use of at least 5 credible references.
2.
Critically analyse the following statement:
“People often make unfounded assumptions about human service organisations, particularly about non-profit community-based organisations. They assume, for example, that because these organisations are established and run within a strong values and beliefs framework and that their goal is to address disadvantage or some other form of human suffering, they are immune from conflict. However, those who work in community-based non-profit organisations experience all the same issues around conflict that people face in other contexts”.
3.
Critically discuss what are the major similarities and differences between Taylorism, the theory of Human Relations in management, and Managerialism?
Answers:
1:
- The selection criteria for employing a project manager are as follows:
- Leadership qualities– A project manager should have specific leadership qualities on order to lead a team of experts (Kerzner&kerzner, 2017). Qualities of a leader like vision, integrity, passion, and others are necessary to take responsibility of a project. A project manager lacking leadership qualities will not be able to execute his plans or communicate among his team members.
- Conflict management– The most important quality of any project manager is the ability to resolve conflicts. It is evident that in a team everyone will have their own opinions and views (Chhokar et al.,,2013). It is up to the project manager to have regard for everyone’s thoughts and ideas but also to make sure that these ideas do not clash with each other. He should be able to deal with conflict with ease and a calm mind.
- Team building – A project manager should have the capability to build a strong team under his leadership (Block,2016). His team should know how to collaborate, distribute work and communicate among the team members (Sunindijo,2015). The bonding should be not only for work but also for celebration, team spirit and motivation.
- Decision-making abilities – A decision can affect not only the team but also the entire organization. Therefore, being able to take constructive and sound decisions is very important (Carnall,2018). Decisions are made in order to achieve managerial or long-term goals. A wrong decision can prove to be fatal for the company.
- Negotiator – One of the most important aspects of any business enterprise is its negotiating abilities (Peters,2013). Negotiation also deals with communicating with clients, different departments, co-workers, directors, sales, finance, legal matters, and others. Good communicating skills help in dealing with day-to-day interactions and also formal transactions (Hwang&Ng,2013). Negotiations should be such that it is a win-win situation for all. Maintaining goodwill irrespective of the differences is very important.
- Cover letter
Respected Sir/Madam,
Our board of directors is keen about hiring a project manager specifically for this project. The funding is important, as the project needs a project manager who will be capable of leading the team and ready for new ventures. This project is one of the most awaited projects of this year and can change the game for the company.
I strongly believe that this project will open new doors of opportunities for the company as a whole. It is necessary to remain flexible and open-minded when it comes to investing for the growth of this organization, as this will give fruitful results in the future.
I would request you to consider the matter and grant us with the funding required to hire a trained and skilled project manager that will be beneficial not only for the company but also for the organization as a whole.
Thanking You,
Yours Faithfully,
(Full Name).
2:
NGOs dates back to 1945 when the United Nations established its first NGO. Every NGO has some specific objectives and a goal. The mission differs according to what a NGO strives to do and what social change it strives to bring about. From improving human rights to educating and empowering women- NGOs can support numerous causes and work towards the same. In order to fulfill these NGOs must face with conflicts and uncertain difficulties. We must understand that striving for change and working towards it every day is not an easy task but requires a lot of focus, tenacity, patience and perseverance. Some of the challenges that NGOs have to face are –
- Lack of Funds– An NGO requires finance on order to operate smoothly. It becomes difficult to work and fulfill the desired goals when there is a lack of funding (Ho,2001). Monetary crunch can leave NGOs crippled. Therefore, having a good network of fundraisers, donors, sponsors is very important (Kerzner&kerzner, 2017).
- No Strategic Planning – NGOs also suffer from lack of solidarity and strategic planning. Absence of a constructive plan can be fatal and lead to severe consequences (Redpath,2013). It is necessary to stick to a plan and work towards it that way everything is sorted and distributed.
- Poor Networking – For any NGO to work it is of utmost importance to have a well-developed and well-maintained network of people. Disorganized networking can lead to time consumption, duplicate efforts, and other grave situations (Bebbington, Hickey&Mitlin,2013).
- Limited Capacity – Many NGOs lack the far sightedness to invest in training and investing in various projects. They are unwilling to spent on training individuals for various skill sets and capacity building (Ramsbotham&Woodhouse,2013). This indirectly, hinders the growth of the organization.
- Traditional Methods of Approach – Most NGOs follow a ‘hardware’ method of approach. These methods only include building an infrastructure, giving services and empowering people. Their approach lacks flexibility, relevance and sustainability required for the development of community services.
3:
Some major differences between Taylorism and Managerialism are :
- Managerialism is the concept of relying on professional use of managers in administering an organization. The term Taylorism was coined by Frederick Taylor to denote the use of scientific approach to management (Busher&Saran,2013). This method includes economic efficiency, labor productivity, scientific study and others. Though it is an age old theory, it is still used today in various industries.
- Taylor laid emphasis on the problems of shop floor. Fayol on the other hand concentrated on the functions of managers at the top level.
- Taylor worked his way from the bottom of the industry to the top. Fayol focused on the executive and worked his way downwards to the hierarchy(Carpenter,2018).
- Taylor’s main aim was to give due importance to labor and reduce wastages (Doherty,Horne&Wootton,2013). Fayol firmly believed in the reliance in managers.
- Taylor termed his theory as “Scientific Management” (Waring,2016). Fayol exhibited his work under the term “General Theory of Administration”.
The basic similarities between the two concepts are that both Taylor and Fayol believed in the universality of management. They applied scientific methods to approach the problems of management. Both of them wanted to improve the management practices and stressed on the mutual co-operation among employers and employees.
References
Busher, H., & Saran, R. (2013). Deskilling a profession: professionalism deprofessionalisation and the new managerialism. In Managing teachers as professionals in schools (pp. 35-52). Routledge.
Carpenter, M. (2018). The new managerialism and professionalism in nursing. In Health and the Division of Labour (pp. 165-195). Routledge.
Chhokar, J. S., Brodbeck, F. C., & House, R. J. (Eds.). (2013). Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Ho, P. (2001). Greening without conflict? Environmentalism, NGOs and civil society in China. Development and Change, 32(5), 893-921.
Redpath, S. M., Young, J., Evely, A., Adams, W. M., Sutherland, W. J., Whitehouse, A., ... & Gutierrez, R. J. (2013). Understanding and managing conservation conflicts. Trends in ecology & evolution, 28(2), 100-109.
Waring, S. P. (2016). Taylorism transformed: Scientific management theory since 1945. UNC Press Books.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Hwang, B. G., & Ng, W. J. (2013). Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), 272-284.
Sunindijo, R. Y. (2015). Project manager skills for improving project performance. International Journal of Business Performance Management, 16(1), 67-83.
Block, P. (2016). The empowered manager: Positive political skills at work. John Wiley & Sons.
Carnall, C. (2018). Managing change. Routledge.
Peters, M. A. (2013). Managerialism and the neoliberal university: Prospects for new forms of" open management" in higher education.
Doherty, T. L., Horne, T., & Wootton, S. (2014). Managing public services-implementing changes: a thoughtful approach to the practice of management. Routledge.
Bebbington, A. J., Hickey, S., & Mitlin, D. C. (Eds.). (2013). Can NGOs make a difference?: the challenge of development alternatives. Zed Books Ltd..
Ramsbotham, O., & Woodhouse, T. (2013). Peacekeeping and conflict resolution. Routledge.
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