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Factors Necessary to the Health of an Organization - Coggle Diagram
Factors Necessary to the Health of an Organization
Dodds, "Personnel Care Audit with Principles and Practices" p.258-276
Nine Principles of the NGO p.261,262
Our Workers are essential
Personnel policies and practices aim for the highest ethical standards
Policies are intended to promote high integrity
Plans and resources are reflected towards staff
Staff development is expected, resourced and monitored
Staff security is essential
We are committed to harmony where difference of opinions are heard
Violations of internal standards and external legal expectations will be dealt with in a good way
Ethical treatment of staff includes families
Organizational Ethos p.263
Emotional Intelligence
Accessibility and Availability
Presence
Wise and Timely Affirmation
Respect
Ten Steps for Doing the Audit p.267-269
Create profile for organization
Interview Leaders
Become familiar with manuals
Interview random staff workers
Prepare spreadsheet
Evaluate intentions of leaders and reactions of staff workers
Identify areas where organization is doing well
Submit a written report
Suggest revisiting crucial and critical issues
Store collected data carefully
Dodds, "Ethical Errors in Leadership" p.294-298
Making Decisions about people's lives and work without consulting them
Acting on third party info rather than face to face interaction
Giving away confidential info
Failing to keep confidences
Failure to give regular performance reviews
Failure to give feedback for positive and appropriate behaviors
Failure to make expectations clear
Measuring people's spiritually with the wrong standards
Firing on furlough and hit and run attacks
Forcing public confessions
Misuse to power and spiritual authority
Allowing persons to continue in service without intervention
Incongruity between recruitment and actual field life
Hay, “Organizational Values: Communication” p.237-243
Communicating: expectations, behavior and boundaries p.239,240
Healthy humans function when they know what people expect of them.
Most missionaries need to be told to work less
Need to have a clear job description
Expectations need to be an essential part of of the regular performance reviews
Communicating: between organizations p.240,241
Partnerships form between churches, agencies and local church
Because of modern day technology missionaries and leaders expect communication
Home churches are wanting to be more involved
Communicating: problems, challenges and changes p.241,242
Healthy organizations need to actively seek feedback from workers
Needs to be free flowing communication
Need to have a structured process for input into agency leadership and direction.
Hay, “Leadership: Good/Toxic Leadership” p.261-273
Good Leadership p.262-264
Gives energy, vision and direction to organization
Keeps good staff
Identify problems early and take appropriate action
Polcies well documented
Toxic Leadership p.264-266
Inconsistent
Avoids emotionally charged situations
Maladjusted, malcontent and often malevolent
Creates an environment that frustrates subordinates and colleagues
Deep seated inadequacy, selfish values and deceptiveness
Maslow's Hierarchy p.265,266
Trustworthy Leaders
Self-actualization needs
Esteem Needs
Transitional Leaders
Social Needs
Toxic Leaders
Security Needs
Survival Needs
Michael Van Huis, "Missio Nexus Attrition Study Research Report"
People who took part in survey
14 Mission agencies
348 people
Married and singles
Main reasons for Attrition
Natural Causes
Health
Career
Family
Interpersonal
Organizational
Field
Dismissal
Findings
19% of people left because of natural causes like retirement
Other top reasons were because of family and career
Need to seek out creative ways to fill Baby Boomers shoes in the future
Median age of global workforce is expected to be 39 years old.