COMMUNITY BASED ORGANIZATION

INTRODUCTION TO COMMUNITY BASED ORGANIZATION

1. MEANING OF COMMUNITY BAESD ORGANIZATIONS
2. HISTORICAL BACKGROUND OF COMMUNITY BASED ORGANIZATION.
3. CHARACTERISTICS OF COMMUNITY BASED ORGANIZATION

ORGANIZATIONS STRUCTURE
1. MEANING OF ORGANIZATION
2. TPES OF ORGANIZATION
3. IMPORTANCE OF ORGANIZATIONAL STRUCTURE
4. POLICY MAKING IN COMMUNITY BASED ORGANIZATIONS

CLASSIFICATION OF ORGANIZATIONS
1. REASONS FOR CLASSIFICATION
2. TYPES OF CLASSIFICATION

ORGANIZATION GOALS
1. MEANING OF ORGANIZATION GOALS
2. IMPORTANCE OF ORGANIZATION GOALS IN SOCIETY
3. FORMULATION OF ORGANIZATION GOALS
4. EVALUATION OF ORGANIZATION GOALS

ORGANIZATION CULTURE
1. MEANING OF ORGANIZATION CULTURE
2. FACTRS INFLUENCING ORGANIZATION CULTURE
3. IMPORTANCE OF ORGANIZATION CULTURE
4. IMPACT OF ORGANIZATIONAL CULTURE ON THE PERFORMANCE OF PERSONNEL

CHANGE IN ORGANIZATION
1. MEANING OF CHANGE
2. CAUSES OF CHANGE IN AN ORGANIZATION
3. RESISTANCE TO CHANGE IN AN ORGANIZATION\
4. TECHNIQUES OF MANAGING CHANGE
5. IMPACT OF CHANGE IN COMMUNITY ORGANIZATIONS

LEADERSHIP IN COMMUNITY BASED

1. MEANING OF LEADERSHIP
2. ROLE OF LEADERSHIP IN COMMUNITY ORGANIZATION
3. WAYS OF ENHANCING LEADERSHIP IN COMMUNITY BASED ORGANIZATION
4. IMPACT OF LEADERSHIP IN SOCIAL DEVELOPMENT

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MOTIVATION IN ORGANIZATION
1. MEANING OF MOTIVATION
2. THEORIES OF MOTIVATION
3. IMPORTANCE OF MOTIVATION IN COMMUNITY BASED ORGANIZATION
4. DESIGNING MOTIVATION PACKAGES
5. CHALLENGES OF MOTIVATION IN COMMUNITY ORGANIZATION
MANAGEMENT OF COMMUNITY BASED ORGANIZATIONS
1. MEANING OF MANAGEMENT
2. THEORIES OF MANAGEMENT
3. MANAGEMENT FUNCTIONS
4. STRATEGIC PLANNING

ORGANIZING FUNCTION
1. MEANING OF ORGANIZING
2. BASIS OF ORGANIZING COMMUNITY ACTIVITIES
3. FACTORS INFLUENCING THE BASIS OF ORGANIZING COMMUNITY ACTIVITIES
4. IMPORTANCE OF ORGANIZING DEVELOPMENT ACTIVITIES IN SOCIETY
5. CHALLENGES OF ORGANIZING DEVELOPMENT ACTIVITIES IN SOCIETY

CAPACITY BUILDING IN COMMUNITY BASED DEVELOPMENT ACTIVITIES IN

SOCIETY
1. MEANING OF CAPACITY BUILDING
2. IMPORTANCE OF CAPACITY BUILDING
3. TYPES OF ORGANIZATIONAL CAPACITY BUILDING
4. IMPACT OF CAPACITY BUILDING IN CBOS

CONFLICT IN COMMUNITY BASED ORGANIZATIONS

1. NATURE OF CONFLICT
2. CONFLICT DESIRABLES AND UNDESIRABLES
3. SOURCES OF CONFLICT
4. MANAGING CONFLICT IN AN ORGANIZATION

POWER AND POLITICS IN COMMUNITY BASED ORGANIZATIONS

1. NATURE OF POWER AND POLITICS
2. CHACTRISTICS OF POWER
3. SOURCES OF POWER
4. POLITICAL TACTICS
5. ACQUISITION AND EFFECTIVE USE OF POWER
6. LEGITIMIZING USE OF POWER
EMERGING TRENDS IN COMMUNITY BASED ORGANIZATIONS
EMERGING TRENDS IN COMMUNITY BASED OGANIZATIONS
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INTRODUCTION TO COMMUNITY BASED ORGANIZATIONS
Community has been defined and used in various ways and to mean different things.
 Is a group of people who share common cultural traits e.g. language, customs, traditions e.t.c.
 Is a group of people who have common interests, occupation, goals or objectives e.g. farmers, students
e.t.c.
 Is a group of people who have common kinship ties that is related or having a common descent.
A community can be defined as an association of people who have come together to pursue a common
goal using certain established methodologies in the process of attaining their goals or reaching their
objectives.
Based – means found within or coming from or established in or founded.
Organization – is a situation whereby a group of people come together in pursuit of mutually agreed
goals or objectives.
CBO – can be defined as a social agency comprising of people within a given set up mutually coming
together to meet certain goals and objectives with an aim of uplifting the quantity and quality of life of the
people they serve. They are found within communities and are founded by the local members.
Relating to C.B.Os are F.B.Os and NGOs; F.B.O means Faith Based Organizations – are religious
organizations within the framework of the congregation e.g. church org, Hindu org, Islamic org e.t.c.
Historical Background of CBOs
History of CBOs can be traced to the origin of social development activities in various parts of the world.
Social development activities came about in addressing the various and diverse challenges of:
a) Industrialization
b) Urbanization
This can be traced both from Europe and America. Industrialization and urbanization left behind or
resulted into problems in both rural and urban areas such as:-
i. Social disintegration i.e. breakage of family unit, the kinship ties e.t.c. as people move in the
industries and urban centres. The rural background and its consequences was compromised leading to
marginalization (neglect) and retardation (go back) in the development.
ii. Urbanization challenges e.g. high rate of crime, environment degradation, unemployment,
congestion, poor housing, and poor medical services e.t.c.
iii. Personal challenges; can be grouped as physiological, psychological.
The three broad areas led to the necessity of the Governments in Europe, America and elsewhere to think
for social welfare programs and activities that would help address the situations both in rural and urban

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areas; also to begin organizing themselves in an attempt to meet their various social needs and to solve
their social problems. Governments undertook the initiative of building structures to support those
organizations – CBOs.

Characteristics of C.B.Os
1. They are based and founded within the community.
2. Membership involves the local community.
3. Their focus is to serve the local community e.g. terminally ill, widows, aged, and youth e.t.c.
4. They seek to improve the living standards of the local people and to initiate development programs or
projects.
5. They are non profit oriented organizations.
6. They most employ the members of the community.
7. They affiliate with self same organizations and relevant government departments.
8. They usually identify and maximize the available resources e.g. land, water, forests e.t.c.
9. They aim at meeting their specified goals and achieving specified goals and objectives.

ORGANIZATIONAL STRUCTURE
Organization is an entity comprising of people that mutually agree to come together, drawn by common
goals and objectives which they intend to achieve.

Types of Organizations
The typology of organizations has been studied in respect to formation, control, management and
functions/purpose.
There are basically two types of organization.
i. Formal organization.
ii. Informal organization.

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Formal Organization
Are planned in coordinated activities carried out by a number of people for achievement of common clear
goals through division of labour and hierarchy of authorities and responsibilities e.g. schools

Characteristics of Formal Organization

a) Laid down better relationship.
b) Are deliberately planned and created.
c) Registered with the government.
d) Concerned with the coordination of activities.
e) Have clear and specific goals and objectives.
f) Are hierarchy structured.
g) Based on specific principles such as specification of tasks.
h) Their continuity depends on record keeping.
i) Have a defined relationship and responsibility.
j) Measures of authority.
k) Responsibility and accountability.
l) Rules and regulations governing.

Informal Organizations
Groups of people who may gather for meeting but there are no chosen officials; usually does not establish
procedure of operating.

Characteristics of Informal Organizations

1. Usually the action groups who usually spring to perform a given task but may soon break up as soon as
the job is done.
2. May develop and exist within formal organization or outside formal organization.
3. Arise out of the interaction of the people within the formal organization.
4. Most informal organizations are formed to fulfill the psychological and social needs.
5. They address weaknesses and differences.

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Theories of Organizational Structure
Theory – set of knowledge that explains a phenomena/event/happening.
a) Organic system theory
b) M0echanical theory/bureaucratic
c) Scientific management theory

Mechanical/Bureaucratic Theory
Postulated by Karl Marx and Max Weber.
Characteristics of Bureaucratic Theory
 Specialization; the existence of different offices that perform different functions, each of these
positions is governed by laid down rules.
 Hierarchy; have a hierarchical structured offices each with its authority with the lower having less
authority and responsibility than the others.
 Rules and regulations; bureaucracy usually have laid down rules and regulations that are usually
written and each office holder is expected to uphold them.
 Record; the management of bureaucracy is based on some findings and record keeping. Each are
generally used to assist the workers from respective responsibilities.
 Officials; bureaucracy have office holders who are usually trained in some special areas in guiding the
work they are expected to perform.
 Impersonality; officials and clients are subjected to some rules and regulations and offices remain as
staff come and go.(rules and regulations apply to everybody.)

Organistic system Theory

This system was developed by Burns and Stalker in 1961.
It is a contrast to the bureaucratic theory; according to this theory organizations are not strict, are less
rigid in division of labour.
They have fewer rules bound, less hierarchical and more open to the influence of the informal
organization.
The skills and experience of the individual can be communicated literally or sideways across the network
of those involved in the task.
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N/B: Although the bureaucratic/organistic model of organization to some extent in competition with
others, these are some circumstances in which one model may be appropriate than the other.
Burns and Stalker suggested that the bureaucracy is more suitable in pursuit of clear and stable conditions.
Scientific Management Theory
This theory was formulated by Fredrick W. Taylor; he believed that in some way there must be the best
working method by which people understand their work. He said that each job process could be
developed into a discreet task by some scientific method.
He claimed that each job can be broken down into some simpler parts and arranged into discreet task by
scientific methods. He believed that if work is well organized then it could be more satisfying and job
would be more profitable.

Importance of Organizational structure

1. It facilitates management functions i.e. planning, controlling, staffing, directing, coordinating e.t.c.
2. It helps in allocation of responsibility and duties.
3. It helps in accountability and transparency.
4. It helps in coordination of activities.
5. It helps in organization change management.
6. It facilitates easy implementation, monitoring and evaluation of organizational goals.
7. It helps in organizational conflict management.
8. It helps in rewarding jobs, tasks and duties e.g. paying of salaries, promotion or bonuses.
Policy making in CBOs
The government of Kenya has a policy regulating
a) Formation
b) Registration
c) Control (members)
d) Management (community leadership)
e) Functions and operations
f) Dissolution/termination

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CLASSIFICATION OF ORGANIZATION
To classify means to group or categorize organizations.
Organizations today are growing in complexity in their nature and the functions that they perform.
Classification of the organization is the aspect of systematic and methodological process of grouping or
categorizing organizations by looking at their various characteristics and the functions they perform.

Reasons for classification

a) For easy understanding of the various roles that organizations play (comprehensive).
b) Organizational analysis; this is an assessment carried out to understand the similarities and differences
between organizations. The analysis provides an insight into an actual working of that particular
organization. The understanding of the similarities and differences between organizations is called
organizational typology (the study of types).
c) Policy issues; every organization has a working policy which in many cases play in harmony with the
Government policies. The policy regards the nature and operation of services of that organization
offers.
d) Legislative/Regulation/Legal issues
The Government has requirement on how organization should be formed, how they are expected to
operate and within what laws. The regulations stipulated in the law are meant to provide the check and
balance.

Types of Classification
The basis of classification determining the types are the characteristics and functions.
The types are as follows:
a) Classification according to function played by the organization.
b) Classification according to the primary beneficiary.
c) Classification in the form of power or system of compliance.

Functional typology
Here the organization is classified according to functions they perform e.g. political, social, economical,
technological, cultural and integrated.
Primary beneficiary typology

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Here we consider who the primary beneficiaries are. Some organizations serve the local community;
others serve the regional, national and the international communities’ i.e.
 Local community
 Regional community
 National community
 International community
All the above are the beneficiaries.
OR
Serving – women e.g. FIDA, KWFT, MYW
Youth e.g. KYA
Children e.g. UNICEF

Form of power/system of compliance typology

Power is the ability to control or influence the behaviour of another person. Whether the person is willing
or unwilling. Organizations have different influences aver the people they serve whether
locally/internationally/nationally e.g.
The International Monetary Fund (IMF) has the ability to control or influence the governance of the
political leadership of another country by imposing sanctions (rules). Therefore some organizations are
seen as powerful or having great influence while others are seen as less powerful and limited in terms of
influence.

ORGANIZATION GOALS
 A goal is a future expectation.
 Goals are important and must be formulated carefully.
 Is something an organization set to achieve.
 The goals of an organization will determine the nature of its inputs, the services of activities and output
which have to be achieved and interactions with external environments.

Importance of Organization goals

 Provides a standard of performance i.e. they focus attention of the activities and directions of the
efforts from the members.

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 Goals provide guidance/guidelines for decision making and justification taken i.e. it reduces
uncertainties and gives defense against possible criticisms.
 Goals influence the structure of an organization.
 Goals show how the organization is really like, the true nature and the characters of the members of the
external public.
 Goals serve as the basis for evaluation/monitoring.
 They are the basis for objectives and policies for any organization.
 Goals help in developing commitment of individuals/groups.
 Provide a basis for planning and management control related to the organizational activities.
N.B. Goals, objectives and standards of an organization should be set together.

Formulation of Organization goals

 Goals are important and should be formulated carefully. They must be specific, comprehensive
attainable and definite.
 Must be favourable and communicated to all members of the organization.
 Classification and formulation of goals is the basis for an organization planning and budgeting system.
In order to be successful, the goals of an organization should be seen as follows:-
i. They must be seen as to serve for along time.
ii. They must be able to maintain growth and development.
iii. They must be able to provide, gain and other profits.

Factors to consider during formulation of goals.

In formulation of organization goals, the following factors should be put into consideration/account:-
(a) A time factor/lifespan.
(b) The resource capability, strength and opportunity.
(c) Vision (the guiding picture of what you are aspiring to be)
(d) The size/structure of an organization.
(e) The types of an organization, formal or informal.
(f) The activities of an organization.
(g) Challenges, weaknesses and threats.
(h) The prevailing government policies. A government policy may influence, dictate on what to be done.
The policies relate to the laws and constitution and the national development plans.
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Evaluation of Organization goals
Goals are evaluated using a system called SWOT Analysis (SWOT UP) which focuses on.
S – Strength of the goal; look at the positive aspects of the goals, competency, distinct attribute, bring
advantage.
W – These are the Weaknesses; negative aspects (discrepancies/deficiency)
Limits of effectiveness such as outdated machines or equipment, a high proportion of fixed words and
storage of key management/managerial staff.
O – Opportunities; favorable conditions from without.
 What are the favorable conditions of that goal
 What positive changes can it bring
 What will organization do when those changes arise, such opportunities include: - free market,
new market technology, advancement/improved economic structures.
T – Threats; this is unfavorable situations that may arise to that goal or the risks factor/the
ineffectiveness and the consequences.
 Competition from the competitors.
 Restrictive laws.
 Political unrest.
 Economic recession or change in social condition

ORGANIZATION CULTURE
Culture can be defined as a way of life of people.
It is the total inheritance of a set of ideas, believes, values and knowledge which constitute the shared
social action.
Culture is a collection of traditions, beliefs, values, policies and attitudes that constituted a section of
people.
It is the patterned way of thinking, feeling, reacting that are acquired by language symbol that created
distinctiveness among the groups.
It is the patterned way of thinking, feeling, reacting that are acquired by language symbol that created
distinctiveness among the groups.

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It is of common characteristics that influence human group in environment. It can be said to be
the climate, atmosphere on the environment of the people.
Organizations develop their own unique culture differentiate them from other organizations within the
same industry/society.
These are always inform of philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes,
norms that knit the organization together and are shared by its members/employees.
Culture may be material (tangible)/nonmaterial (untangible).
Factors influencing Organizational culture
1. History
This includes the reason and the manner in which the organization was formed, the age, philosophy and
values of owners. What did they have (dreams are die hard and people usually follow their original
version.
2. Primary functions and Technologies.
The nature of the organization and its primary function influences the culture e.g. the range and the
quality of products and services provided, the type of customers to reach.
Function also determines technology used methods of work undertaken which in turn affects structure and
culture.
3. Goals and objectives
It serves as a guidance and also identity of activities. This provides the extend to which emphasis is
placed on long term survival/growth and development goals pattern thinking and doing of things.
4. Size of Organization
The larger the organization the more complex culture, the larger organization usually have more
formalized culture and vice-versa, when the size of the organization decrease , it may lead to separation of
more departments and splits of operation, size determines dominance, strength/weakness of an
organization culture.
5. Location
Geographical and physical location of a place can bear an outstanding influence on people e.g.
organization can be based on rural or urban.
6. Management and staffing
Usually the executive considerable influence on the nature of organization culture however all members
of staff help shape the dominant culture of an organization irrespective of the top management can
determine whether organization culture is dictatorial or participate/dominant or sub culture; strong /weak.

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7. Environment
There is an also external factor to which every organization must respond to e.g. other organization
competitors and external process of organizational change.
N.B. Partnership, networking, collaboration are also environmental culture.

Importance of Organization culture

1. Variation/Uniqueness
An organization structure defines its nature, its uniqueness that makes it different from others, in terms of
structure and functions or weather it’s national or international.

2. Perception
Helps to explain why different types of people perceives think on their own way and perform things
differently from other groups.
3. It makes organization culture definite.
4. Helps to reduce complicity and certainty i.e. it makes organization simple to understand and define it.
5. Decision making easier.
6. Makes coordination and control easier.
Impact of Organization culture.
 Security: of job and personal life, releases tension.
 It leads to better understanding of changed process.
 Opportunity for people to contribute and opt up the ladder.
 It’s an aspect of dynamism in an organization.
 Equality: presents a picture of equal rights.
 An organization culture can serve as a motivator and a builder of moral.
 Freedom: determine the degree of freedom of employees influence.
 Dynamism in an organization/relationship and assistance for one another social integration.
 Enhances efficiency and effectiveness at work and hence performance improvement.
The old cultural forms which may not be compatible to new ideas may improve difficult to employees and
hence make them ineffective of the organization by doing opposite of what culture say thus lowering
credibility.

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 An organization culture can hinder adoption of adequate personal, policy and procedure; culture can also
prevent members of an organization from opportunities for personal development or career achievement.
Measure to overcome the challenges.
1. There is need to integrate personal goals and organization goals.
2. Allow for democratic functioning/the organization in full opportunity for participation.
3. Provide the most appropriate structure based on the demands of the social technical system.
4. Practice mutual trust consideration and support.
5. Discuss conflict in an attempt (avoid confrontation)
6. Adopt managerial behaviour and style of leadership appropriate for a particular workstation

CHANGE IN ORGANIZATION.
Organization are dynamic i.e. they grow, develop, adapt to new happening/experiences or they can
diminish and flop.
i. It will affect the organization structure i.e. the management. It may also affect the vision,
objective/goal.
ii. May affect the organization culture.
iii. May affect the organization in terms of classification of organization i.e. type and complexity.
iv. May affect the achievements/production.
Change may be technical, human/structural.
It’s through this means that change will determine how people adjust to the aspect of that change e.g.
goals, abilities and character, whereas the people are the prime factor or aim, organization change
leadership accord or provide the direction prime movers.
If the leadership is weak or cannot clearly define or understand the change then the impact means
negatively for the organization. Change is an alteration on the cause of action or direction.
Change is a law of nature.
Change results from pressure of forces either from outside or inside.

Causes of change in an Organization

There are two categories of causes:-
i. Internal factors
ii. External factors

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External Factors
1. Market place effect
This one affects the profit margin and the service power of the organization.
It may be because of competition/recession, inflation.
It may force the organization to reduce their prices or lay off workers, the management will be forced to
respond.
2. Technological change
New methods of technology e.g. information/electronics may challenge the technical status of an
organization and result into a change.
Good organization managers should always anticipate good technological changes and change with them.

3. Environmental changes
This may include economic environment like inflation or threat/lack of opportunities which may impact
on the organization.
The managers should be under description/should find it as a mandate to be ready to face those eventually
under risk management strategies.
Internal factors
These are factors that begin with the organization and they touches on methods, procedures, work
standards, interpersonal relations, distribution of responsibilities and authority and accountability of
scarce resources.

i. Change in methods, procedures, and work standards.

ii. Change arises due to the modification of goals.
The manager is centrally placed whenever change occurs in an organization because he is a decision
maker. He/she therefore is the actionate change agent; he/she should therefore plan for changes and
development mechanism of adjustment.

Causes of resistance to change in CBOs

1. Lack of last trust in the organization; some always imagine that there is hidden agenda.
2. When they feel the change is unnecessary i.e. they work the status quo (want things as they are) in this
case, change become very difficult for subordinate.
3. Economic threats; lose of income or job through rendition.

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4. Relative high cost e.g. cost of restrictions, buy new equipment, retraining e.t.c.
5. Fear of personal failure i.e. lack of confidence and reluctant to adopt new technologies for new traits
or new procedures.
6. Lack of status and power i.e. change may bring shift in power and status for individuals or group new
strategies may require experience which are not possessed by the company’s people holding that job.
Some people may fear losing their competence or being looked down upon.
7. Belief; that the change is not feasibility even when the problems acknowledge a proposed change may
be resisted because it seems unlikely to proceed may be due to past experience.
N/B. The causes/resistance can be broadly classified as:-
i. Economic factors (well being)
ii. Social factors (relationship & behaviour)
iii. Psychological factors (mental state & attitude)

Techniques of managing change in organization.

 Proper communication.
 The rule of managing change is to adopt strategies which minimize resistance.
 Addresses the change to groups for implementation.
 A strategy which emphasizes on shared authority on participation of both the superior and subordinate
in the entire process.
 Managers must take the upper hand in responsibilities.

Impact of change in community organization

Impact of change depends on:-
 Magnitude of the change
 The type of the change
 People’s capacity to determine, understand the change.
 Affects the mind, emotions and the body of a person; may lead to side effects like ulcers, hypertension,
and allergies.
 Development of defensive behavior e.g. fears of strangers.
 Normal psychological responses e.g. stress, fatigue/ over-reaction behaviours.

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LEADERSHIP IN COMMUNITY BASED ORGANIZATIONS
Meaning of Leader: Is one who guides and directs other people; he/she gives the efforts of his followers
to direction and purpose by influencing their behaviour.
Louis Allen “a leader is a person with the ability to influence another willingly or unwillingly to move
from point A – B.
Leadership
i. It’s the act/process of influencing people so that they will strive willingly and enthuastically towards
the achievement of group goals. This definition was given by Koonz.
ii. The activity of influencing people to achieve group objectives.
iii. The process, by which an executive imaginatively directs, guides and influences the work of others in
choosing and attaining specified goals by mediating between the individuals and the organization in
such a manner that both will obtain maximum satisfaction. The definition was given by Halmann.
iv. Is the process of influence on a group in a particular situation at a given point of time and in a
specific set of circumstances that stimulates people to strive willingly to attain organizational
objectives, giving them experience of helping attain the common objectives and satisfaction with the
type of leadership provided (James Gibbil).

Role of Leadership in CBO

1. The fundamental role at every leadership is to influence; the leader first and foremost must possess the
ability to influence the lead to move from a point to another.
2. Modify behaviour of people; has to change the way of thinking and doing things (attitude change).
Leadership in CBOs can be understood by looking at various performed by a leader.

Ways of enhancing leadership

 Elimination of political interference through community sensitization.
 Identification of hidden resources; this could be in the form of donation of funds and train human
resources.
 Training leaders in seminars and workshops.
 Advocacy for change of leadership.
 Creating awareness on cultural problems that may interfere with leadership.
 Exposing the leaders through intercommunity visits and exchange programs.

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Impact of Leadership on social development activities
Impact can be assessed positively or negatively
Negative impact on social development activities usually results from poor leadership.
Positive impact on social development activities usually results from good leadership.
The organization therefore will either stand or fall by its leadership.
An organization should impress legitimacy in its leadership for it to succeed because the leader requires
acceptance by the majority.
(a). Negative impacts/results of Leadership on social development work
 Misrouted goals and objectives.
 Poor representation.
 Negative conflict.
 Lack of motivation.
 Lack of ability to manage change.
 Inability to accomplish tasks, goals, objectives, visions.

Positive impact/Results
These can be accessed by looking at the roles or functions a leader is expected to play e.g.
 Achievement of the goal, objectives and realization of visions.
 Greater inspiration and motivation.
 Enhanced environment for service delivery and informance.
 Ability to manage change and conflict situations.

MOTIVATION IN ORGANIZATION
Morale: dynamic driving force from within you.
Motivate: to provide driving force.
The term motivation comes from motive which mans any force or need or an emotion that prompts one
into action.
Anything one does, have some stimulus behind it, the stimulus is what defines the motive of the
individual in question.
Robert Robin “the complex of forces starting/keeping a person at work in an organization”.

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Motivation is something that moves the person into action and continues in the cause of action already
initiated.
Dalton and Mc Farland “those things which add/drives or directs controls or explain the behaviour of
human beings”
Motivation is core (important to management).
Theories of Motivation
Maslows Theory of Needs (Hierarchy of Needs)
 People act the way they do because of certain needs.
 These needs are hierarchical i.e. one needs follows the other. .
 Abraham Maslow said that motivation begins with the desire to satisfy needs.
 He proposed that motivation of human needs can be arranged in a particular order from lowest to
highest i.e.

(a) Basic physiological needs

These are the starting point of motivation.
These needs are related to the survival and maintenance of human needs. They include food, shelter,
clothing, water.
(b) Safety and security needs.
After satisfying the physiological needs people want assurance of the maintenance of a given economic
level. They want job security, personal security, provision of old age, health insurance e.t.c.

(c) Social/relationship needs.

Man is a social being and therefore interested in conversation, sociability, exchange of feelings,
companionship, recognition, belonging e.t.c.
(d) Esteem and status needs
Include such things as self confidence, independence achievement, competence, knowledge and success.
They are also known as egoistic needs; they are concerned with the prestige of the individual.
(e) Self fulfillment/self actualization
Need to fulfill what a person considers to be his mission in life.
Involves realizing ones aim and potentiality.
It is the desire for personal achievement
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Maslow’s needs make a sequence of domination; the second need for instance does not dominate until the
first has been satisfied.
Once a need has been satisfied, it crosses to be a motivating factor.
MASLOW HIERACHY OF NEEDS

Self actualization
Self esteem
Social/relationship
Safety and security
Basic psychological
Needs

Criticisms of Maslow’s Theory

1. People do not only satisfy their needs through high level works just through work situation but also
through other economic life as well.
2. There is doubt over the time which elapses between the satisfaction of low level needs and the
emergence of a higher level need (no time specification).
3. Outcomes at work satisfy more than one need at the same time and not just one as suggested by
Maslow.
4. Even people are in the same level of hierarchy, the motivating factor would be the same since they
have many ways from which people may view satisfaction.
5. The needs hierarchy may not necessarily follow the same sequence as postulated by Maslow.
6. Man’s behavior at anytime is guided by a multiplicity of motives.
7. Motivation is different at different levels.

2. Hertzberg’s Motivation – Hygiene Theory (2 factor theory)

Fredrick H. and his associates did some research and find out that there is distinction between
motivational and maintenance factors in job satisfaction; this led him to distinguish between what he
called motivators and hygiene factors.

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Hygiene factors provide no motivation by themselves to the employees but the absence of this factors
serve as dissatisfies; some job conditions operate primarily to dissatisfy employees when they are present
but their absence do not motivate employees in anyway.

Motivation/Growth factor
They operate mainly to build strong motivation and high job satisfaction.
They affect feelings of satisfaction/no satisfaction but not dissatisfaction.
According to Hertzberg, the hygiene factor will tend to prevent dissatisfaction but not by themselves.
They need motivation/positive attitude to serve their purpose.
The opposite of dissatisfaction is not satisfaction but simply no satisfaction.
To motivate workers, the management must therefore pay attention to the entire factor and thus avoid
unpleasantness at work.

Criticisms of Hertzberg’s Theory

1. The application of this theory is only limited to manual workers.
2. When arriving at this theory methodically without due consideration of several penitent continent.
3. They gave too much emphasis on job enrichment which is however not the only answer to job
satisfaction.
3. Existence relatedness and Growth Theory (ERG)
This theory was postulated by Clinton Elderger.
It states that needs are hierarchical in nature; has hierarchy unlike Maslow is in existence relatedness to
growth.
Elderger came up with three needs:
Existence needs
These needs are satisfied by material substances and condition.
It can be equated to Maslow’s physiological needs like Maslow, Elderger agreed that existence needs are
a must and should be satisfied first.
Relatedness needs
May be satisfied by e-------------xchange and interaction with others.
May be equated to Maslow’s relationship needs.
Personal growth needs
These needs are satisfied by personal event that uses one creativity and ability.

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It may be equated to Maslow’s self actualization needs.
4. Vroom valence expectation theory
This theory was postulated by Vroom Victor.
It was an outlook of Hertzberg’s two theories.
According to Vroom “a person’s motivation towards an action at anytime would be determined by his
anticipated values of all the outcomes of the action multiplied by the strength of that person expectancy
that the outcome would yield the desired goal.”

Importance of Motivation
 Members of the organization feel better satisfied if the leaders provide opportunities to fulfill their
physiological and psychological needs.
 The members will cooperate voluntarily with the leadership and will contribute the maximum towards
the goal of the organization.
 The members will be efficient by improving upon their skills so that they are able to contribute to the
progress of the organization.
 The rate of absence among members at group activities will be lowered.
 Good human relations in the organization as fiction among members themselves and between the
leaders decrease.
 The number of complains and grievances will come down.
 Better image for the organization will be there.
 Change in the organization will be easened.
 Proper utilization of human resources leading to greater productivity of efficiency.

Designing Motivation
Money as a motivation factor:
 Relationship with performance.
 Satisfaction desires
 Expectancy theory.

Challenges of Motivation on CBOs

(a) Technology; may limit efforts of job enrichment.
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(b) Cost; high expenditures are usually involved higher gains in production.
(c) Enhancing challenges sometimes do not translate to higher motivation.
(d) Not all workers want challenging jobs; this will demotivate them if given.
(e) Leadership factors; poor leadership lead to poor motivation.
(f) Different people are motivated by different factors.
(g) Environmental factors e.g. security may hinder motivation.

CONFLICTS IN ORGANIZATION
Conflict: Is the struggle between incompatible or opposing needs, wishes, ideas, interest or people.
Conflict happens when individuals or group encounter that both parties cannot sustain satisfactorily.
Conflict brings about tension and it can also occur due to deliberate interference.
Nature of Conflict
Organizations which are large and complex employ different types of people who must be coordinated in
the best way possible in order.
The management must therefore create an enabling environment within which members can cooperate
with one another.
People usually compete over:-
i. Limited resources
ii. Power/Authority
iii. Status e.t.c.
Conflict can occur between:-
i. Individuals
ii. Interpersonal/group level.

Conflict Desirability and Undesirability

Traditionally, conflict is considered destructive should be avoided.
Conflict is undesirable when:-
i. It produces stress and anxiety within the person.
ii. It causes discontent and frustrations.
iii. It threatens harmony and unity with the social groups’ e.g. family, church, club, school e.t.c.

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iv. Managers are evaluated and rewarded on the basis of how well they have maintained peace and
harmony in their work group.
Conflict can make an organization dysfunction or ineffective.
Conflict can be said to be desirable because:-
i. It can help to strengthen organization change.
ii. It helps stimulate the need for change i.e. improvement, removal of inadequacies.
When conflict is unresolved, it can lead to negative consequences.

Sources of Conflict
Intra and Inter
 Competition for limited resources e.g. raw materials, money, facilities, power, status and prestige.
 Differences in work environment; the work environment may comprise supervision, the physical
condition, expectation and technical knowledge required.
 Differences in group goals i.e. groups end up competing against each other over resources and
activities.
 Tasks inter dependence; this occurs when two or more groups interact with each other so as to
accomplish their task. When one group is unable to meet the expectation of the other group,
interpersonal conflict will occur.
 Competitive reward systems; departmental performance may be rated and rewarded, if the reward
system is not open and realistic it may result into group conflict.

Management of Conflict
Managing conflict is a major responsibility of every manager.
Conflict management involves both stimulating functional conflicts and resolving dysfunction conflict.
Functional conflicts are conflicts resulting into positive results.
Dysfunctional conflicts are conflicts resulting negative results.
A manager must begin by making sure that truly there is real conflict.
He/she should classify the conflict, as either functional or dysfunctional.
To stimulate a conflict, the manager may use the following techniques:-
 Encourage members to generate diverse view points (opinions/suggestions).
 Provide information that is seen as strengthening.
 Increase individual competition.

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 Change the organizational structure.
The other strategies which generally applied are:-
 Reducing unproductive conflicts.
 Preventing unproductive conflicts.
Summary
Conflict in organization is not inherently good/bad.
It is good when it stimulates creativity and diversity in problem solving.

POWER AND POLITICS IN CBO

Power: Is control over human beings or work environment.
It is the ability to make other people do something.
It is an essential element in existing leadership. In organizations, managers use power to influence their
subordinate and obtain the resources they need in order to accomplish their tasks in order to achieve
organization’s objectives.
Politics: How we acquire power, use power and lose power. This process is usually considered dangerous
because it is associated with undesirable human actions such as corruption, domination, scandals, and
suppression and political.
Nature of Power and Politics
Power and politics determine how people behave in an organization.
It is important to understand the dynamics of power in an organization and how power relates to authority,
politics, organizational control and leadership.
(a) Power and authority relates in that authority is right to ask other people to do something.
Effective authority is supported by power and managers need the power to exercise their authority.
(b) Organizations can be said to be political to some extent.
The pyramid structure of the organization puts people in position and everybody wants to move up. For
you to move up you must acquire and use power but others will lose in the process. This sets the base for
politics in an organization i.e. using intentional acts of influencing other people for the purpose of
enhancing/protecting the self interest of groups.
(c) Politics also influences organizational control whether vertically/horizontally in which case you need
power and you will use the power.

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(d) Power and leadership go together and the core of leadership has the power to move people voluntarily
or involuntarily.

Characteristics of Power
 Power can be acquired.
 Power can be used.
 Power can expand through promotion.
 The more you get the more you want.
 Power can be shared through delegation.

Sources of Power/Types of Power

Position power
Power derived from the office that a person occupies; once in that office the person derives the power
from that office.
Reward power
This is the ability to grant or with hold rewards which also contributes to gaining power. It depends on
control and possession of resources.
Expert power
Is the power that people with expert, knowledge and information exact in an organization; comes about as
a result of experience, qualification, knowledge and skills.

Cohesive power
Is the ability to force other people to act against their wishes; they obey because they fear punishment.
Charismatic power
Is power derived from ones special personal qualities such as public speaking ability, interpersonal style
or high moral standards. The word charisma means attraction lovable/appealing.
Association power
Acquiring power by associating with somebody who has power; those people may have little personal
power, little expert power or even personal attraction.
Political Tactics
Political tactic is about how managers use power to survive and to protect the interest in organizations.
There are several tactics usually employed by managers;

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1. Attacking/Blaming others
 It is unethical but usually used.
 It is a reactive and pro- active approach.
 Reactive behavior centres on scapegoat.
 Pro- active tactics is to protect them from impossible failure in future.
2. Controlling information
Is a method used to obscure/block important issue that can be politically damaging.
It is with holding ‘dangerous’ information.
3. Developing a base of Support
It means spending time and efforts, communicating ideas to others before making final decision.
It also involves building a support base before a meeting is called/getting other people’s opinions.
4. Managing impressions
This is to promote self interest through image building e.g. working on general appearance, self
grooming, and obeying norms e.t.c.
5. Empire building
Gathering as much authority as possible.
It makes you feel that without you an organization cannot move.
6. Acquisition and use of power
Power is acquired through election, selection, appointment or cohesion. Those who have acquired power
always seek to acquire more and more so as to control others.
Acquiring more power can also result from:-
(i) Promotion (ii) Job engagement (iii) Experience
(iv) Training and retraining to acquire more qualification.
(v) Through coalition or joining forces with others.
N/B: Usually management has greater power than subordinates can join forces to acquire greater power.
The use of power should be effective, responsible and focused towards fulfillment of organizational goals.
Use of power makes somebody:-
 Feel comfortable
 Make somebody influential
 Make somebody dependable.

Legitimizing the use of power

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Managers can legitimize their use of power by the following:-
1. Use of performance criteria selectively i.e. gives the people who have effective power.
2. Use of a legitimate decision procedure in decision making process e.g. use of committees/task forces.
3. Use participative decision process i.e. accepts their suggestions.
4. Control the information flow; information is a source of power because people need it to do their jobs.
A manager should strategically control the information flow and the content of the information.

MANAGEMENT OF CBOs
Meaning of Management
The term management has been defined by different scholars in different ways. Depending on each
scholar, management is seen as either of the following:-
1) As an act of getting things done.
2) As a process of getting things done.
3) As a group of people.
4) As a discipline.
5) As an art and science.

1. As an act of getting things done – Mary Perker as an act of officiating things done through others.
Criticisms of Mary’s Theory
1. Views management as a manipulative activity.
2. It treats employees as a mere means to settle ends.
3. It completely ignores the needs of the personnel.
4. It depicts management as one way traffic.
More appropriate definition as an act of getting things done was given by Harold Koonts “the act of
getting things done by people in formally organized groups where people perform as individuals and yet
cooperate towards the attainment of group goals.”
2. As a process of getting things done – George Terry defined management as “a process consisting of
planning, organizing, actionizing and controlling performed to determine or accomplish stated
objectives by the use of human beings and other resources.”

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Dalton Mac Farland defined management as “that process by which managers create direct, maintain and
incorporate purposive organizations through systematic coordination and cooperative.

Criticism of management as a process

These definitions do not lay down the exact functions of management however from above we can say
that management is a process because it comprises a series of functions that lead to achievement of certain
goals. These are functions of organizing, controlling, planning, directing e.t.c.

3. Management as a group of people

Management can also refer to a group of people or persons looking after the affairs of an organization; its
manager therefore is a member of the management.
4. Management as a discipline
Management has been recognized as a field of study. It is taught as a branch of knowledge in the
institutions. It includes management concepts, principles, techniques and skills.
Management has borrowed heavily from other subjects like mathematics, psychology e.t.c.
5. Management as an art and science
Art is the bringing about of results through the application of skills.
Science is a systematic organized body of knowledge based on proper findings and exact principles
capable of verification.
Management is regarded as an art because the performance of managerial function requires certain skills
which are a personal possession.
Management is a science because it has developed certain principle, generalization and techniques which
have universal application.

Theories of Management/Approaches of Management

1. Classical School of Management thought
This is the oldest school of management thought. These ideas concentrated on the organization structure
for the achievement of organization goals. This school of thought can be studied under two (2):
a) Scientific management theory
b) Bureaucratic management theory

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2. New classical school of thought
This school tries to improve on the classical school and ideas by suggesting good human relation and
because of this they are also known as human relationists.

3. Behavioral science school of thought

This emerged as a contribution of sociologists, psychologists, anthropologists.
They believed that it is difficult to understand human person or groups of people without understanding
their sociology, psychology and anthropology. They are therefore concerned with all aspect of human
behaviour.
4. The modern school of management theory
This school is more concerned with organization which they defined as a system. They also considered
the impact of the environment or circumstances on the effectiveness of the organizations. As a result
they came up with two (2) approaches
a) System theory of management
b) Contingency theory of management

Scientific Management Theory

The main contributor to this theory was Fredrick W. Taylor. He made the first systematic study of
management; he is therefore regarded as father of scientific management.
He experimented with machines and tools i.e. the way workers handle tools and machines. This led to a
coordinated system of workshop management; his experiments were aimed at eliminating waste and
increasing efficiency.

Meaning of Scientific management theory

According to Taylor “it is the substitution of scientific investigation and knowledge for the individual’s
judgement as opinion in all matters related to work done in the workshop”
This implies the application of science to the management; it aims at replacing traditional techniques with
scientific techniques.

Principles of Scientific management theory

1)Replacement of the old rule of thumb method; helps make original decision instead of opinions.

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2)Cooperation between labour/wprkers and management; change of attitude towards each other (mental
revolution)
3)Maximum output; the management and the worker should try to achieve maximum output instead of
restricted output.
4)Equal division of responsibility; the parties involved should share the responsibility within the
organization.
Scientific management theory therefore lays emphasis on:
a) Science not rule of thumb
b) Harmony in group action
c) Maximum output not restrictive output
d) Scientific selection
e) Training and selection of workers

Techniques of Scientific management

A technique is any unique way of doing things.
1. Scientific tasks setting; setting tasks within which all workers would do within a specific time.
2. Work study; an organized objective, systematic and critical assessment of the efficiency of various
operations.
3. Planning of the tasks; management must identify the type, quality and quantity of work to be done.
4. Standardization; helps curb wastage of time and resources hence improve cost of production.
5. Scientific selection and training; the right persons are selected for the job.
6. Specialization; planning is separated from execution.

Criticism of scientific management theory

a) Scientific management is nothing but a scientific approach to management.
b)Work cannot always be standardized because the circumstances are found to vary.
c) Principles are sometimes seen to exploit workers when wages are not increased in direct proportion to
the productivity.
d)The idea of management planning for others is undemocratic and stifles creativity.

Bureaucratic Management theory

The main contributor was a German sociologist known as Max Weber.

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He defined bureaucracy in terms of a universal social phenomenon and the means of carrying out
functions in order to nationally meet societal goals. Specifically, he used the term to refer to a given
administrative organization.
His views on organization structure and management were influenced by the following factors:
1. The growth of industrial revolution.
2. His military experience.
3. His lack of trust for human gentlemen; his main contribution to management included
a) His theory of authority
b) Description of organization
c) Nature of authority relations

Functions of Management
 Planning; (deciding in advance what is to be done). It is the determination of cause of action to
achieve a desired result ‘a projected course of action’ involves problem solving and decision making.
 Organizing; (determining what activities are necessary to any purpose/plan and organizing them into
groups which may be assigned to individuals). Involves creation of a structure of duties and functions
for the attainment of the objectives of the concern.
 Directing; (guiding and supervising the subordinate); it has three essential components:
 Issuing orders and instructions
 Guiding, teaching the subordinates in proper methods of work.
 Supervising the subordinate to ensure that their performance conforms to the plans.
In the process this needs:
o Leaders
o Communication
o Maintain
o Supervision
 Controlling; (giving orders/restructuring – guide something/somebody in the direction in which it is
intended to do). Consists of steps taken to ensure that the performance of the organization conforms to
plan; control is related to planning i.e. forward looking/futuristic.
 Coordination; (conscious effort to ensure that all activities carried out by experts an different
departments should contribute to the achievement of the objectives of the organization.
 Supervision
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Strategic planning
 Is a special kind of plan formulated in order to meet challenges of the policies of competitors.
 It uses competitors’ plans as backgrounds.
 It helps organizations to put itself in the place of arrival organization firm and trying to estimate plans.

Importance of planning
Reasons
a) Manage by objectives; focus on the formulation of objectives in deal out terms.
b) Take care of future uncertainty; future development as the unit old themselves.
c) Secure economy in operation; focus on efficiently and economy on operation.
d) Make control effective; set standards for controlling other performance.
Steps for planning
1) Recognition for the need for action.
2) Establishment of clear cut objectives.
3) Building the premises for planning.
4) Identifying alternative courses of action.
5) Choice of course of action.
6) Evaluation of alternative courses of action.

ORGANIZING FUNCTIONS
Organizing functions are:
 Directing
 Controlling
 Organizing
 Coordinating
 Staffing
 Planning
Organization – is the dynamic process and a managerial activity which is necessary for bringing people
together and trying them together in the pursuit of common objectives (it is the process of organizing).
Benefits of the process of Organization
 To organize is to harmonize, coordinate/arrange in logical and order of manner.

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 It consist of making a rational division of work into groups of activities and trying together the
positions representing grouping of activities so as to achieve a rational, well coordinated and orderly
structure for the accomplishment of work.
 Best use of resources.
 Assigning of tasks.

The process involves the following steps:

1. Determination of objectives; it is the deciding as to why the proposed organization is to be set up and
therefore what will be the nature of the organization. Objectives can be short-term/long term.
2. Enumeration of activities; involves division of total job into essential activities e.g. production,
financing, personnel e.t.c.
3. Classification of activities; according to similarities and common purpose of functions and taking
human and material resources into account.
4. Fitting individuals into functions; fitting suitable and well qualified persons into their activities.
5. Assigning of authority for action; having been given responsibility for completion, there will be a
corresponding authority takes step to complete the assigned part of the job.

Importance of Organization development activities

 Facilitates administration.
 Makes growth and diversification possible.
 Provides for the optimum use of technological improvement.
 Stimulates the independent, creative thinking and initiative through well defined areas of work.

Basis of Organizing
1. Authority
2. Size of the organization
3. Functions/roles of the organization
4. Location branches/no branches
5. Historical background of the organization
6. Customer base-serviced clients.

EMERGING TRENDS IN CBOs

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In today’s world, organizations are rapidly changing i.e. they are highly dynamic. Some of the elements
that are changing are:-
 Technology
 Information systems
These dynamism influences organization structure, culture leadership, power and politics e.t.c.
Some of the emerging trends are as follows;-
1. Increasing direct mutual relationship between the donor and community. Here the donor encourages
direct flow of ideas and resources between the recipient, community and donor herself.
2. Increased consent on organizations to specialize on particular areas of programs and activities; many
organizations are mousing towards specialty rather than diversity e.g. dealing with diseases
(HIV/AIDS), capacity building and empowerment, disaster management, humanitarian.
3. Because of specialization, they greatly emphasize greatly on collaboration, partnership and
networking. This is so as to realize the benefits of partnership.
4. The Government is putting emphasis on organizations to focus on government policy areas so as to
help in achieving an interacted development program.
5. Policies of the government cover areas such as poverty eradication, hunger and disease eradication,
environmental conservation.
The government is reigning on rock organizations; these briefcase organizations which have nothing to
show for their names or the amount of money that they get.

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