Mission-Based Management: An Organizational Development Workbook / Edition 2 available in Paperback
- Pub. Date:
This practical, comprehensive, and easy-to-use workbook provideskey tools to help managers of nonprofits ensure that theirorganization pursues its mission, meets the changing needs of thecommunity-and has enough money to make ends meet-while alsosatisfying the demands of funders, clientele, boards, staff, andbankers. Designed to equip nonprofit managers and other nonprofitworkers with the guidance they need to do their jobs and run theirorganizations more effectively and efficiently, this workbook isalso a hands-on tool to help implement the ideas in the author'shighly regarded Mission-Based Management. Filled with indispensablechecklists, worksheets, forms, displays, and hands-on suggestions,and including a companion CD-ROM, the Workbook will show you how tosmoothly and successfully:
* Hone your organization's core competencies
* Focus your resources
* Improve overall mission capability
* Get the most out of group discussions
* Utilize self-assessment tools
... and much more to help you and all involved help yourorganization achieve its mission
|Series:||Wiley Nonprofit Law, Finance and Management Series , #142|
|Edition description:||2ND BK&CDR|
|Product dimensions:||7.03(w) x 10.08(h) x 0.47(d)|
About the Author
Peter is the author of the award-winning books Mission-BasedManagement and Financial Empowerment as well as Mission-BasedMarketing, Faith-Based Management, and Social Entrepreneurship, allpublished by Wiley. Peter's books are used as texts inundergraduate and graduate programs in not-for-profit management atover 60 colleges and universities.
A former VISTA volunteer, Peter received his bachelor of artsdegree from the University of Pennsylvania and his master's degreein public health administration from Tulane University. He lives inSpringfield, Illinois, with his wife and three children.
Read an Excerpt
How to Get the Most out of this Workbook
Welcome. This workbook is intended for the staff and board members of not-for-profit organizations as a hands-on tool to get more mission out the door, to help hone your organization's core competencies, to focus your resources, and in general to improve your overall mission capability. This workbook is really a tool to help you implement the ideas in Mission-Based Management in the easiest, quickest, and most efficient manner.
In this first chapter, I want to make sure that you understand how to get the most out of your investment in this workbook. I begin by making the assumption that you have read Mission-Based Management, preferably its second edition. While first edition readers will find excellent value in this workbook, they might be a bit confused by the chapter sequencing of the workbook, which is designed to coordinate with the second edition's updated list of key criteria of success for a mission-based organization.
That having been said, I assume that you want to get more out of Mission-Based Management, and that you want the tools to implement ideas from the book quickly and efficiently. If so, you've come to the right place. This workbook is filled with hands-on tools, checklists, forms, and displays to bring the concepts home and help you implement them in your organization smoothly, and as soon as possible.
To that end, let's start by going through the organization of the workbook and its chapters. Then I'll give you a few suggestions for using the tools included to the best effect.
Thechapter immediately following, on leading group discussions, is included because the absolute best way to implement ideas like the ones in Mission-Based Management is in teams. Thus, you or one of your management team is going to be doing a lot of group facilitation. Chapter 2 will help you get started if you have never done this, and hone your skills if you have.
Chapter 3 takes you through the next step: benchmarking. I've included a self-assessment form that will allow you to review your organization against my criteria for success, and even give yourself a preliminary grade in each area. Before you spend a lot of time and money implementing my ideas, make sure to take the time to benchmark. It will focus you on where your needs are the greatest, and motivate any members of your organization who do not think that there are ways to improve the organization.
Starting with Chapter 4 each chapter covers one main topic, and they coordinate with the corresponding numbered chapter in Mission-Based Management. The major components of each chapter are titled as follows:
Straight from Mission-Based Management
First we briefly review the key concepts included in Mission-Based Management. This will not only refresh your memory, but underscore the most important things to consider in the topic under discussion.
Even though you should have already completed a full organizational self-assessment, I include an expanded topic-specific assessment tool here for two reasons. First, the self-assessments in the chapters are more detailed, and offer you more potential avenues for improvement. Second, some readers will eschew the organization-wide self-assessment included in Chapter 3, and will only read the chapters that cover the topics of their most intense interest. The self-assessment tools in the chapters will also allow you to grade your organization on a scale to give you an overall sense of where your organization stands.
HANDS-ON: In all of my books I include numerous practical suggestions highlighted by the HANDS-ON: icon so familiar to my readers. I have reiterated all the hands-on suggestions from each chapter in Mission-Based Management to give you some additional food for thought as you consider the best actions to take for your organization.
Worksheets and Checklists
The meat of the chapters will always be here. A series of worksheets and checklists will walk you through the steps of organizational improvement for each topic. Many of the worksheets will be self-explanatory. Where they are not, instructions will be included. Some of the worksheets stand alone, but many are provided in an intentional sequence, and build on one another, particularly in the areas of board development, social entrepreneurship, and strategic planning.
At the end of each chapter's group of forms and checklists is a blank implementation checklist to help you set deadlines for getting things done, and assigning people the responsibility for implementation.
Forms on the Companion CD-ROM
Most of the forms are also provided to you on the companion CD-ROM. This chart will list the form by form number, name, page, and file name on the CD-ROM. I urge you to print out copies of the forms in the book, or make duplicates from the book itself. Hopefully you will be working with a team, and you will want to have multiple copies. Also included on the CD-ROM are financial spreadsheets that you can use with Excel or Lotus 1-2-3 for cash flow and income and expense projections. You will find these explained in the chapters on creating the social entrepreneur (Chapter 8) and financial empowerment (Chapter 10).
Resources for Further Study
In my books, I put the resources in the back, after the text. Here, I include them at the end of each chapter, to make it easier for you to focus on the topic at hand, and find more help if you need it.
B. HOW TO USE THE WORKBOOK
I have four suggestions on how to work your way through the workbook to the best effect. If efficient, effective outcomes are what you are looking for, consider these four as rules, not just suggestions.
1. Read Mission-Based Management First.
I know, I know, you want to get started. You don't have the time to read. But you need to understand that this workbook is designed as an implementation tool, not a complete reiteration of all of the background, examples, ideas, rationalizations, and encouragement in Mission-Based Management. If you want to "get it," read the book first.
2. Work as a Team.
As John Chambers, the CEO of Cisco Systems says, "No one of us is as smart as all of us." You are going to be suggesting change, sometimes very dramatic change, in your organization as a result of the ideas in this workbook. You need a team to realize that change. Using such a team to decide which ideas are for your organization, and enlisting the team's help in getting over the many barriers to implementation is the best way to proceed. The team should include your key management staff, but also representatives of your board of directors, and your mid-management and line staff. Nine to twelve people are about right for this group, with others being brought in for ad hoc input on areas of specific expertise.
3. Do the Self-Assessment as a Group.
For the workbook as a whole, and for each chapter in specific, start with the self-assessment. Make multiple copies and have the group fill them in independently. This assures more objectivity and reduces the likelihood of one strong member of the group skewing the assessments. Then, get back together and compile the assessments noting the range (the high and low) for each item, and the average.
Doing the self-assessment as a group will also give you a great opportunity for initial (and sometimes extended) discussion about the topic at hand. You will find out quickly about the perspectives of the group, and where more education or information dissemination on the topic is needed.
4. Set a Measurable Outcome, a Deadline for Implementation, and Assign Responsibility.
The last form in each chapter's section on forms and checklists is designed to help you here. As with any activity, if you don't set a measurable outcome, how can you tell if you succeeded? If you don't set a deadline, since work expands to fill the time allotted, you will never get done. And unless you tell an individual or group that an activity is their job, it will always be someone else's. Fill in the implementation form and enforce your expectations of outcome.
Here's another hint. If you move through the entire workbook, filling out all the implementation forms in each chapter, you will have a mission-based management action plan ready just by collating the forms and passing them out to your key staff and board! Then you can see how the organization can move ahead to be the mission-based business you need it to be.
As you move toward that goal, I wish you nothing but happy outcomes, and on sunny, low humidity days. But I know that that is not reality. Most readers are faced with many, many demands on their time, and many more mission-demands on their resources. You may well be highly stressed, distracted, and under a lot of pressure to make significant improvements in a short time. The workbook is designed to help just that kind of manager in just that kind of situation. By starting with the self-assessments, you can get a good idea of where you are. By using the forms and worksheets, you can detail specific outcomes and show progress in improving your organization. On crazy days, when it is hard to merely remember your name, much less have a creative idea, the checklists can focus your thoughts, and get you back on track.
And, you need to be on the track toward becoming that mission-based organization that you, your staff and board, and, most importantly, the people you serve need you to be. As always, mission is the bottom line. I hope that you find more mission outcomes result from your using this workbook. If so, we will both have done our jobs well. Good luck.
Table of ContentsAbout the Author.
Introduction: How to Get the Most out of this Workbook.
Leading Group Discussions: A Primer.
Benchmarking Your Organization: A Baseline Self-AssessmentTool.
The Mission Is the Reason.
A Businesslike Board of Directors.
Managing Your People.
The Wired Not-for-Profit.
Creating the Social Entrepreneur.
Developing a Bias for Marketing.
A Vision for the Future.
Controls That Set You Free.
About the CD-ROM.