Voluntary sector

management
TOPIC OUTLINE
I. Leadership and Management: The
lifeblood of an Organization
II. Leadership and Management
Improvement
III. Leadership Management as an
investment for Professionals in the
Voluntary Sector
IV. Conclusion

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 Hello!
I am Krisanta G. de Guzman
SN 2019-62167

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 i
LEADERSHIP AND MANAGEMENT
The lifeblood of an organization
MANAGEMENT
The word “management” is derived from the latin word “manus”, meaning
“hands”. Thus, management refers to handling a particular activity.

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 Management is the dynamic life-
giving element in every organization.
It is the activating force that gets
things done through people. Without
management, an organization is
merely a collection of men,machines,
money, and material.

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 The significance of management

✣ It is required in every field of activity;

✣ It aims at achieving pre-determined group goals;
✣ It adopts the organizational environment;
✣ It provides the functional support planning,
directing and controlling the organizational
activities;

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 The significance of management

✣ It gives effective leadership and motivation;

✣ It establishes definition, authority and
responsibility;
✣ It integrates formal and informal activities in the
organization;
✣ It explores the ways for development of
personnel;

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 The significance of management

✣ It initiates constructive changes in organization

as and when needed; and
✣ Management provides suitable climate for result-
oriented behavior of people in the organization.

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 The importance of management

✣ Optimum use of resources

✣ Effective leadership and motivation
✣ Establishes sound industrial relations
✣ Achievement of goals
✣ Change and growth
✣ Improves standard of living

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A government without good management is like
a house built on sand.

Late President Theodore Roosevelt

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 Difference between public and private
sector management

Public Private
of or concerning the people belonging to or for the use
as a whole of one particular person or
group of people only

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 Difference between public and private
sector management

Public
Entails dealing with and/or
controlling the needs and
interests of “the whole”,
which is in many cases, the
nation.
Private
Involves managing the
narrower needs of an
individual or group

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 Difference between public and private
sector management

Public
Values public interest,
public needs, and political
compromise. Its primary
concern is the overall
wellbeing of the society.
Private
Values business profit. Its
first concern is the survival
and economic success of the
business.

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 Difference between public and private
sector management

Public
A presidential directive sets an
annual goal to reduce poverty,
with mission objectives to
reduce “powerlessness” and
“apathy”. A multitude of
programs are prepared, with
their own objectives, agendas
and facilitators, to this end.
Private
The managing director of a pen
factory sets a quarterly goal of
cutting costs to maximize
profits, by using a cheaper ink
supplier and switching over to a
state-of-the-art conveyor belt.

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 Difference between public and private
sector management

Public
objectives are abstract,
overarching, somewhat
undefined and exceptionally
difficult to measure.
Private
setting goals and measuring
success is straightforward,
because objectives can be
clearly defined and measured
according to profit and loss.

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 Difference between public and private
sector management

Public
accountable to a much larger
group of people – everyone in
the governed area – and are
always under public scrutiny.
Private
operates without the checks and
balances of the public sector.
Only remains accountable to a
small group of shareholders and
employees.

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 Difference between public and private
sector management

Public Private
political processes ensure that individuals can stay in
leadership changes frequently leadership positions for an
indefinite number of years

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 Difference between public and private
sector management

Public
limits are applied to awarding
high performance. Employees
are encouraged by their
honourable desire to serve the
public.
Private
Management relies a great deal
on incentives and perks that
encourage high performance.

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 ii
THE COST OF LEADERSHIP AND
MANAGEMENT IN THE VOLUNTARY
SECTOR
Where does it fail?
 Leadership and management
improvement

Points to consider:

✣ Delivering Great Leadership Training Content

✣ Measuring And Reinforcing Leadership Learning Success
✣ Making Leadership Training Interesting

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 Leadership and management
improvement

Critical areas of potential failure:

✣ Context Conquers Content

✣ Too Much Reflection, Not Enough Application
✣ Underestimating Culture
✣ What Gets Measured Gets Done

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 III.
LEADERSHIP AND MANAGEMENT AS
AN INVESTMENT FOR PROFESSIONALS
IN THE VOLUNTARY SECTOR
The role of Leadership and Management in the Voluntary Sector
 The role of Leadership and management in the
voluntary sector

The role of volunteers is extending the reach of services to the

poorest and most marginalized, their ability to act as brokers
and to use their networks within communities to link
individuals to public services and information outside of the
community.

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 The role of Leadership and management in the
voluntary sector

Volunteering had been co-opted by local political agendas, to

promote political messages without volunteers’ consent or
prior knowledge, or where entrenched political divisions
within communities made it difficult for volunteers to carry
out their work. As a result, volunteers’ position within
communities and whether they were trusted or supported in
their work often hinged on their understanding of and ability
to navigate these complex local and national politics and
power relationships.

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How can organizations working with volunteers reach the poorest
and marginalized communities?

National and community volunteers can play a

valuable role in helping to extend the reach of
public services by adding in numbers and
experience to the existing public service
workforce and helping to ensure the relevance
of those services to the communities they have
been set up for. They are best placed to do so
when they receive the right training and
support.

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How can organizations working with volunteers reach the poorest
and marginalized communities?

Development is most effective in

reaching the poorest and most
marginalized when those living in
poverty are the ones stating what’s
needed and how.

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How can organizations working with volunteers reach the poorest
and marginalized communities?

People need to see tangible outcomes

from the work of volunteers in order
to support those activities and
continue to engage with them.

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How can organizations working with volunteers reach the poorest
and marginalized communities?

Ownership and a belief that

something will change is critical to
sustainability. If people do not feel
vested in a program they will not take
it on when the funding runs out, or
even work towards new funding.

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 IV
conclusion
Why do we have to invest in Leadership Management for the Voluntary
Sector?
 Why do we have to invest in leadership
management for the voluntary sector?
The most important ingredient in achieving the most challenging things in every
organization is its people.  That they are the very foundation on which everything
rests, from which we accomplish all that we need and want to do as leaders, managers,
businesses, and organizations.  That if our people are successful, that leaders,
businesses and organizations will certainly be successful as well.  If people thrive in
their work experiences, have high morale, exercise their creativity, and are allowed
and helped to reach their full potential and aspirations then nearly anything is
possible.  One of the fundamental requirements of effective managers and leaders is to
enable, support, and ensure that those things happen.  This defines the key role of
leaders and managers in every organization and business, that of being responsible for
the morale, effectiveness, and productivity of the indispensable factor of
production/accomplishment for all organizations; our people.

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 Why do we have to invest in leadership
management for the voluntary sector?
Considering the foregoing circumstances, my experience tells me that these views are
not universally held and many (most?) leaders, managers, and organizations don't
share that outlook.  Many corporate, business, and organizational cultures appear to
regard their people as something to be managed only as much as needed to avoid
friction and conflict, to be dealt with by HR departments, left in the dark on their
futures and business plans, and marginalized in finding and contributing to solutions
for organizational challenges.  The effects I see on organizational performance where
these conditions prevail are not surprising; low effectiveness and efficiency, low
morale, high turnover, mediocre performances, a work force that trudges through its
day-to-day life with resignation and quiet desperation.

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 Why do we have to invest in leadership
management for the voluntary sector?
The best people leave, the less talented and motivated stay, a creeping mediocrity
prevails, deepens and widens, as the cycle feeds on itself.  Most of us are operating at
the low end of Maslow's hierarchy of needs and "getting by".  In our work lives where
we spend eight hours a day, five days a week, for most of our lives, it seems tragic that
higher levels of achievement and fulfillments can't be realized and the benefits of that
be translated to organizational performance writ large.

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 Why do we have to invest in leadership
management for the voluntary sector?
Organizations can do it better, much, much better, and it's not complex or
imponderable.  It's straight forward, but it requires an understanding of the elements
that produce superior organizational performance, beginning with understanding
people and helping them succeed, so the business or organization can succeed and
thrive.  And it requires focus and work, over time.

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That concludes my report. Gracias
Fin.

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