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MHS EXAM L6-11 (STRATEGIC PLANNING (STEPS (Establish consensus,…
MHS EXAM L6-11
STRATEGIC PLANNING
understand the situation, develop decision-making guidelines
a cluster of decisions about what goals to achieve, what actions to take, and how to use resources to achieve the goals
LEVELS OF STRATEGIC PLANNING
Agency level
decision making, organization’s mission, overall strategy and structure
Define the service user group, services offered, allocation of resources
Divisional / departmental level
follow the direction of agency level planning
Unit / Service level
follow the direction of divisional / departmental level
align with agency level direction
STEPS
Establish consensus
Identifying vision, mission, values
Assessing internal & external environment (SWOT)
Formulating strategies: 2E2R Analysis, Red Ocean and Blue Ocean
Adopt & Review
SWOT
ENVIRONMENTAL SCAN - Opportunities (O) & Threats (T)
P – Political & professional
E – Economical
S –Socio-cultural
T –Technological
L –Legal
E – Ecological
INTERNAL SCAN - internal strengths (S),weaknesses (W)
Human resources
Financial
Current performance
Information resources
Organizational Culture
2E2R ANALYSIS
Enlargement
Many opportunities (O) + Strength (S)
Enhancement
Many opportunities (O) + Weakness (W)
Restructuring
Many threat (T) + Strength (S)
Reduction
Many threat (T) + Weakness (W)
BLUE OCEAN & RED OCEAN
Blue Ocean
uncontested market
competition irrelevant
Create & capture new demand
Red Ocean
Exploit existing demand
Beat the competition
Compete in existing market space
Fundraising
ANNUAL GIVING
primary fundraising method
Can be unrestricted or restricted for purposes
Provide income
Secure & renew donors
Upgrade donors
Flag Day, Direct Mail, Special Events, Charity sales, On-line, TV Show, Monthly Donation, Credit Card
CAPITAL GIVING
specific capital needed or projects within a specific time period
careful study, planning and identification of potential donors
Obtain support for special needs
Building construction
Renovation
Equipment
Major gifts / Grants, Endowment, Capital campaign
PLANNED GIVING
work together to achieve maximum benefit
Secure gifts a higher level
Provide financial cushion
Contributing donors and organizations assets
Wills(遺囑) / Bequests(遺產) Insurance
FUNDRAISING METHODS
Individual solicitation
FACE-TO-FACE
Most effective
Asking for gifts
mean of relationship building
Select the right person to ask
TELEPHONE
Secure and renew donors
Often combined with direct mail campaign
Paid callers / volunteer callers
DIRECT MAIL / SOCIAL MEDIA
impersonal
Least effective
GROUP – SPECIAL EVENTS
GROUP – SPECIAL EVENTS
cultivate prospects of donors
public relation tools
visibility
new / interested people
educational function
raising funds for annual giving programs
Organizations
Clubs, Association
donation from corporations
Service clubs/ Professional and trade associations
Join. introduce/ educate
BUSINESS / CORPORATIONS
Corporate social responsibility (CSR)
nvite corporations CEO /Board of Directors
Acknowledge their donations suitably
FACTORS OF SUCCESSFUL FUNDRAISING
Realistic budget estimation
Realistic target of donated money
Realistic time frame
Identify target donors
Create clear values and strong messages
Assess social values generated
Explore inspiring stories
Strong resources & volunteers support
Good publicity / promotion channels
No conflict with some other big events
Good contract with sponsors and guests
BEST PRACTICES
fund-raising activities
ensure the activities to be truthful and have complied with the legal requirements
sufficient publicity and promotion
describe
respect the dignity and privacy of those who benefit from the charitable organization’s activities
volunteers, organization’s employees and hired solicitors
act with fairness, integrity,
applicable professional codes of ethics, standard of practice
disclose immediately to the charitable organization any actual, potential or perceived conflict of interest
HUMAN RESOURCES MANAGEMENT (HRM)
COMPONENTS
Recruitment and Selection
Labor Relationship
Training & Development
Pay & Benefits
Supervision, Performance Appraisal
STEPS
Step 1 – Project personnel needs
projected turnover rate [Normal retirement & resignation, Organization growth / reduction]
identify and forecast number of staff needed
Step 2 –Plan for achieving the projected personnel profile
Internal
restructuring may create new posts
Streamline the service delivery process
performance appraisal system to open up options for existing staff
External
Recruitment and selection
Step 3 –Implement the HR plans
Step 4 – Monitor and evaluate
RECRUITMENT & SELECTION - RECRUITMENT
Preparing the job announcement
position, descroption of job and org, qualifications, specific knowledge and skills, working exp, personal characteristics, location, starting time, application procedures
Identify ways of recruitment
Internal recruitment
familiar with organization
boosting up employees’ motivation and morale
less time
External recruitment
large pool of potential applicants
attract better staff
Uncertain the actual performance
Time consuming
SELECTION TOOLS
Background information
Interviews
Written test / Paper-and-pencil tests [ability and personality]
Performance tests: actual job tasks
References
Physical ability test
SELECTION PRCOCEDURE
Preliminary screening: before the stage of face-to-face interviews
Secondary screening
Review of references
Interviewing
Develop interview questions
Select interviewer
set up
review CV
interview records
contact candidates
HIRING
Final evaluation of the candidates :arrow_right:Final check of references :arrow_right:Recommendation :arrow_right:confiemation :arrow_right:Notification
EMPLOYMENT ORDINANCE
STAFF DEVELOPMENT POLICY
training content
percentage of time
resources
STAFF ORIENTATION
org/ unit/ job nature
opportunities for all staff
Applicability
to all employees
hours of work
Continuous Contract
four weeks or more
at least 18 hours worked weekly
Contract
orally or in writing
Terms and conditions
STATUTORY MINIMUM WAGE (SMW)
$34.5 / hour (1 May 2017)
STAFF TRAINING
STEPS
Identify training needs
needs-assessment instrument
regular supervision & appraisal
Prioritizing
Develop training courses
Preparation of budget and manpower resources
Preparation of budget and manpower resources
Types
In-service
Out-service
Education
Supervision
Roles
Coach
Judge
Explorer
Treasure Hunter
Principles
Accountability
Protection from discriminatory practices
Establishing appeal systems
Establishing supervision & appraisal format
Establishing relationship between performance and rewards
Functions
Administrative
Work planning
assignment
delegation
Monitoring, reviewing and evaluating
Coordinating work
communication
administrative buffer
Education
learn what they need to know to do their jobs effectively
Assessing training needs
Staff development
Orienting new workers
Providing needed information
Supportive
deal with job-related stress
Developing attitudes and feelings helpful to the best performance
Maintaining productive level of morale
Providing individual emotional and psychological support
self reflection and insight development
EFFECTIVE SUPERVISION
Types
Individual Consultation 2. Group 3. Live supervision 4. Case conference 5. Meetings
Using motivational theories
Strength-based supervision
future-focused
rather than problem-saturated
simulative guidance
be open to listen supervisees’ experiences
be respectful and helpful to support supervisees’ work
Enhancing supervisor – supervisee relationship
Set good examples
clear instructions
Foster a collaborative spirit
Providing constructive criticism
trustful relationship
concrete feedback
“Sandwich Technique”
Apprasial
Judgmental / Performance Appraisal
evaluation of employees’ job performance, contribution to the organization
Related to rewards and punishment
Types
Trait Appraisal
on personal characteristics
skills, abilities or personality
not directly linked with performance
Behavior Appraisal
actual actions and behaviors
Giving the subordinates clear information
and how they can improve the performance
job performance / tasks are not easily observed
Result Appraisal
the output, results, actual outcomes
Easily be observed
cannot be distinguished easily among a group of staff
360-degree Appraisal
peers (colleagues), subordinates, supervisors, and sometimes even clients to evaluate staff performance
All-round appraisal
Time consuming, cost ineffective
embarrassed relationship
APPRAISAL TO REWARDS & PUNISHMENT
Identification of the supervisees’ objectives
Establishment of a rating system
Ranking order
Determine the distribution ranking of all supervisees
Specify the reward / punishment
Developmental Appraisal
the growth of the employee and enhancing his / her skills
FUNCTIONS
Evaluation
Feedback
Motivation and morale
Staff development and Deployment
Information for future
Increase efficiency and effectiveness
Leadership
Power
Legitimate
authority
Reward
give or with-hold tangible (e.g. pay, bonus) and intangible rewards (appreciation or praise)
Coercive
punish
Expert
special knowledge, skills and experiences
Referent
comes from subordinates’ and coworkers’ respect, admiration and loyalty
IMPORTANCE
initiates actions
Means of Motivation
Coping up with the changes
PERSONALITY-BASED MODEL
PARTICIPATIVE
team work, collective involvement in the task
building collective ownership and commitment
people feel valued as an integral part
ACTION ORIENTED
strong sense of immediacy
achieving completion
role of other people is to support
work best either in small or medium-sized teams
IDEOLOGICAL
promotion of ideals and values
strong belief system
focuses effort on supporting those beliefs
VISIONARY
see the hidden trends
See how the organization might respond
meet the future challenges
EXECUTIVE
things are done by means of administration
control structure
system of policies and quality assurance processes to monitor and improve
THEORIST
Base on evidence or research
examine and identify industry best practice
GOAL-ORIENTED
setting clear and specific goals
establishing a hierarchy of goals
achieve a long-term objective
CHANGE-ORIENTED
promote exploration of new and better ways
uncover hidden potential in people
trying things that are new initiatives
BLAKE AND MOUTON’S MANAGERIAL GRID (1960s)
two dimensions of concern
people
production
Impoverished Management
exercise minimum effort
low concern for employee satisfaction and work output
ineffective and merely aimed at preserving job and seniority
Task management
more concerned about production
Employees= means of production
elimination of ineffective people.
definitely increase the output
high labor turnover
Middle-of-the-Road
compromising style
maintain a balance
Neither employee nor production needs are fully met
Country Club
Laissez faire
high people orientation
believes that employees will lead to self-motivation
low focus on tasks can reduce production.
Team Management
high people and task focus
theory Y
Most effective
empowerment, commitment, trust, and respect
high employee satisfaction and production
TEAM
TEAMS ENHANCE ORGANIZATIONAL EFFECTIVENESS
Enhance Performance
Obtain synergy
produce higher-quality outputs
Increase responsiveness to customers
react according to the needs of the customers
Increase innovation
different expertise
ncrease innovation
Increase motivation & satisfaction
see how their efforts and expertise directly contribute
ncrease motivation and satisfaction
TYPES
Top management team
Research & development team
Command group [report to the same supervisor]
Task force [to solve a specific problem]
Virtual team [interacting by using IT]
TEAM MANAGEMENT SKILLS
shared vision and sense of purpose
Collaborative nature of the team
members are empowered
Motivating team members to achieve organizational goals
Reducing social loafing
Resolving the conflict effectively
HSO / CORPORATE GOVERNANCE
Board of Directors (董事局)
Provides the structure through objectives/ means/ monitoring performance
Ensure the strategic guidance
Effective monitoring
accountability
Budgeting
POSSIBLE EXPENDITURE
Personnel expenditure
Salary, MPF, fringe benefit
Non-personnel expenditure
Rent, properties management
Office expenditure
Program / service expenditure
BUDGET CYCLE
Program and budget planning
Needs assessment :arrow_right:Program planning :arrow_right: Budget development
Funds procurement
Submission of budget :arrow_right: Negotiation with funders :arrow_right:Re-budgeting and re-submission :arrow_right:Acceptance by funders
Fiscal management
Internal funds allocation
accounting systems
Budget control and monitoring
Financial report & auditing
End-of-year financial statements
Financial audit
METHODS
LINE ITEM BUDGETING
widely used
listing out total projected expenditures in functional groupings
not according to programs
Simple for preparation
enhances organizational control
PERFORMANCE BUDGETING
program output
units of work produced
total budget is the sum of all the standard unit costs multiplied by the number of units expected to be provided
useful information for evaluation
measuring and evaluating outputs
large variation of standard cost