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Factors - Coggle Diagram
Factors
Nine Essentials for Organizational Development (Finzel, p.219)
Connection to Christ the head; leaders are so busy, they are in danger of neglecting their spiritual life (Finzel, p.223)
Commitment to members; the agency exists to help the missionaries, not visa vera (Finzel, p.223)
Clear vision, goals and strategies; where are we going and why and how do we get there? (Finzel, p.224)
Consistency with policies and procedures; formed to solve recurring problems consistently; but maintain a sense of flexibility (Finzel, p.226)
Chain of command; do people know who to approach when they have a problem? (Finzel, p.227)
Communication with staff; everyone has a right and a need to know what is going on in the organization (Finzel, p.228)
Credibility in financial stewardship; how we handle the funds that God provides our mission is of utmost importance (Finzel, p.229)
Care in crisis; a responsable mission agency has a crisis intervention plan (Finzel, p.231)
Concern for quality and excellence; Christian organizations should be committed to total quality (Finzel, p.232)
The dynamics of healthy missions; balance and flexibiltiy (White, p.235)
Patterns of cohesion; disengaged to enmeshed (White, p.236)
Cohesion consists of emotionally bonded members who have a degreee of togetherness and a degree of autonomy (White, p.236)
Enmeshment is pseudo-closeness, dependency is fostered (White, p.237)
Disengagement; connectedness in minimal and true commitment is lacking (White, p.238)
Patterns of boundaries; rigid to under-defined (White, p.239)
When boundaries are too closed communication breaks down (White, p.239)
When boundaries are too loose it leads to insecurity and confusion about roles; members feel leaderless and powerless (White, p.239)
Patterns of adaptability; homeostasis to morphogenesis (White, p.240)
Adaptability is the ability of a mission system to change in response to situational and developmental pressures (White, p.240)
Openness to change is essential not only for growth but for survival (White, p.240)
Feedback loops automatically regulate the amount of constancy and change (White, p.240)
Patterns of Regulation; rigid to chaotic (White, p.241)
Regulation refers to the way a mission organizes and monitors itself in order to fulfill its objections (White, p.241)
When a mission’s regulatory functions are overly rigid it will not be adaptable (White, p.241)
Too few rules cause a lack of direction and security (White, p.241)
Patterns of Communication; dogmatic to diffuse (White, p.243)
Diffuse communication ignores, belittles or distorts statements made by others (White, p.244)
Dogmatic communication can make people feel trapped, stifled and depreciated (White, p.244)
Four kinds of fit (Dodds, p. 209)
Organizational fit; the organization become highly influenctial in one’s life (Dodds, p. 209)
Role fit; it is important to understand what roles are available within the work team or allocation (Dodds, p. 210)
Allocation fit (Dodds, p. 211)
Culture fit; some people are more likely to adjust to a given culture (Dodds, p.212)
Organizational values give an agency its character and shape how it operates; 4 areas that impact organizational values (Hay, p. 234)
Clear boundaries (Hay, p. 234)
Clear boundaries are essential to give people freedom to operate; workers need to know what they are allowed to do; what is their responsibility and what is not (Hay, p. 234)
Clear job descriptions (Hay, p. 235)
Where am I going” and “how do I get there?” and “what behavior is acceptable?” (Hay, p. 235)
Good communication (Hay, p. 236)
As the number of people in an organization increase, the obstacles to communicating increase exponentially (Hay, p. 236)
Communication must be conscious and proactive (Hays, p. 236)
Effective Leadership (Hay, p. 236)
We must limit the volume of work done in order to provide time to mentor, develop and raise leaders (Hay, p. 236)
Leaders provide vision and set the agenda (Hay, p. 236)
Valuing of people (Hay, p. 237)
People are our most valuable resource; even more true in mission (Hay, p. 237)
Many mission organizations used to function as large, extended families, not many have developed a business type structure (Hay, p. 237)
A business structure is a problem because mission personnel need to be cared for day and night, and the relationship is not based on a financial contract (Hay, p. 237)