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FACTORS necessary to the health of an organization. - Coggle Diagram
FACTORS
necessary to the health of an organization.
MISSION TEAMS
(Laura Mae Gardner, Understanding Different Types of Team Members: Responding Effectively YouTube Video)
Good Soldier
Never makes waves
Never makes demands
No complaining
Integral part
Often have perspectives missed
Squeaky Wheel
Nothing is enough
Needy
May be legitimate and need attention
Demanding
Turtles
Hides under rocks
Introverts
Happy to work alone
Need encouragement
Often overlooked
Often have perspectives missed
Mavericks
Full of ideas
Younger generations
Full of dreams
Don't think of cost
Found on most mission teams
Often exacerbate mission leaders
Contain stimulous for growth
Willing to take risks
Energetic
May be irritating
Growing edge of organization
Millennials
Rebel
Is not really creative
Is against whatever the issue is
Often passive aggressive
May be loudly vocal
May be quietly moving about, sowing discontent
Hardest categories to manage
Is it worth keeping this person?
Are they likely to change?
HEALTHY COMMUNICATION (Hays, 2007 - p 111-112)
Expectations, Boundaries, and Behavior
Work (p 111)
People need to be informed of (p 111)
What they are being asked to achieve
With whom they should relate
Who takes responsibility for them
For whom they should take responsibility
Vision of the organisation
Values of the organization and its demonstration
What they can and cannot do
Work-life balance (p 111)
Some people need to be encouraged to work harder
A greater number of people need to be encouraged to work less
To rest
Be refreshed
Have interests outside of work/ministry
How
things are communicated, as well as
what
is communicated, is essential for setting clear expectations (p 111)
Policies and Procedures (p 111)
Can encourage correct and healthy behaviour in work-rest issues
(p 111)
Can channel and guide the energy and effort of individuals towards a common shared aim (the vision of the organisation) (p 111)
In order to create a more effective atmosphere than could be hoped for individually.
(p 111)
Ideal picture: flowing communication between staff, missionaries, and leadership as well as structured processes for input into the agency leadership and direction.( p.112)
Between Organizations (p 112)
Partnerships form between (p 112)
Mission agencies
Between churches
Between agencies and the local church.
Communication is harder and more stressful because of its immediacy (p 112)
"The immediacy of phone and e-mail and the ability to be almost anywhere within 24-36 hours means that leadership expects communication and decision-making authority to be sought. Conversely, missionaries expect information and consultation from the leadership."
Between Sending Base and field
long-standing problem
Problems, challenges, changes
Policies & Procedures
Healthy organizations need to actively seek this kind of feedback from its staff and missionaries
Missionaries regularly evaluate and seek to improve the agency’s ministry
"The fail-safe should be a robust complaints and grievance procedure to ensure that missionaries can vent their frustration before it reaches an unbearable level and they leave the organisation" (p 112)
There are documented and adequate procedures for handling complaints from missionaries
Change of placement of a missionary (Hays, 2007, p 113)
Confidentiality and Trust in Care (Hays, 2007, p 113)