The Volunteer Management Handbook
Leadership Strategies for Success
Tracy D. Connors, Tracy D. Connors
- English
- ePUB (apto para móviles)
- Disponible en iOS y Android
The Volunteer Management Handbook
Leadership Strategies for Success
Tracy D. Connors, Tracy D. Connors
Información del libro
Completely revised and expanded, the ultimate guide to starting—and keeping—an active and effective volunteer program
Drawing on the experience and expertise of recognized authorities on nonprofit organizations, The Volunteer Management Handbook, Second Edition is the only guide you need for establishing and maintaining an active and effective volunteer program. Written by nonprofit leader Tracy Connors, this handy reference offers practical guidance on such essential issues as motivating people to volunteer their time and services, recruitment, and more. Up-to-date and practical, this is the essential guide to managing your nonprofit's most important resource: its volunteers.
- Now covers volunteer demographics, volunteer program leaders and managers, policy making and implementation, planning and staff analysis, recruiting, interviewing and screening volunteers, orienting and training volunteers, and much more
- Up-to-date, practical guidance for the major areas of volunteer leadership and management
- Explores volunteers and the law: liabilities, immunities, and responsibilities
Designed to help nonprofit organizations survive and thrive, The Volunteer Management Handbook, Second Edition is an indispensable reference that is unsurpassed in both the breadth and depth of its coverage.
Preguntas frecuentes
Información
Part I
Volunteer Resource Program Assessment, Analysis, and Planning
Chapter 1
Volunteer Models and Management
Volunteers and Their Essential Management
Concept of Management
- Planning “is the formulation of future courses of action” (Kreitner, 1998, p. 14). Paid staff in volunteer organizations must plan for the services and/or programs offered to clientele. And, of course, they must also plan how to identify, engage, and sustain the volunteers involved in delivering the services and/or programs. Serafino (2010, p. 104) concluded that “[p]lanning is a complex activity [in volunteer organizations], perhaps made more complex by the involvement of volunteers.”
- Decision making involves managers “choosing among alternative courses of action” (Kreitner, 1998, p. 15). In volunteer-based programs, decisions must be made regarding which clientele to serve, how to best serve them, and which volunteers to accept into the organization. Yallen (2010) specifically discusses the need for volunteer administrators to be competent in making ethical decisions.
- Organizing involves “structural considerations such as the chain of command, division of labor, and assignment of responsibility” (Kreitner 1998, p. 15). Managers in volunteer organizations must decide which paid staff member will be responsible for managing the organization's volunteers, to whom that individual will report, and if that will be a full-time responsibility or if the individual will also have additional professional responsibilities (e.g., fundraising, marketing, etc.) Peach and Murrell (1995) discussed a systems approach to organizing in volunteer organizations and concluded that “replicating current cutting-edge organizing models will lead to. . . evolving even more innovative organizational models unique to the volunteer worker culture” (p. 232).
- Staffing “consists of recruiting, training, and developing people who can contribute to the organization” (Kreitner, 1998, p. 15). In volunteer organizations, staffing applies to securing and managing both paid staff and volunteers. Krywood (2010) provides an excellent discussion on staffing within volunteer organizations.
- Communicating involves “managers. . . communicating to their employees the technical knowledge, instructions, rules, and information required to get the job done” (Kreitner, 1998, p. 15). Volunteers are a critical second targeted group for communications in a volunteer organization. Macduff (1995) discussed the critical role of communications in volunteer organizations and concluded that “[v]olunteers and [paid] staff need policies, procedures, and structures that permit and encourage them to communicate” (p. 210).
- Motivating involves encouraging “individuals to pursue collective objectives by satisfying needs and meeting expectations with meaningful work and valued rewards” (Kreitner, 1998, p. 15). The topic of volunteer motivation has been well studied and commented on for decades. An entire issue of the International Journal of Volunteer Administration is dedicated to the topic of volunteer motivation (e.g., Finkelstein, 2007; Littlepage, Perry, Brudney, & Goff, 2007; Starnes, 2007; Yoshioka, Brown, & Ashcraft, 2007).
- Leading involves managers “serving as role models and adapting their management style to the demands of the situation” (Kreitner, 1998, p. 15). Managers of volunteers are very often directly engaged along with volunteers in delivering services or programs to clientele, thus serving as role models. Varella (2010) concluded that leaders in organizations engaging volunteers “must fully appreciate how their own leadership abilities help foster the motivation of volunteers” (p. 434).
- Controlling involves “managers [comparing] desired results with actual results and [taking] necessary corrective action” (Kreitner, 1998, p. 15). The concept of “control” is sometimes considered a negative concept wherein one individual attempts to maintain power (or “control”) over another individual or group of individuals. In reality, controlling is readily practiced in volunteer programs and could better be considered under the more widely used term of “supervision.” Volunteer managers sometimes must decide that an individual's involvement as a volunteer is no longer in the best interest of the clientele served, the volunteer, and/or the overall organization and subsequently must take corrective action (Herman, 2010); this is only one example of control in a volunteer organization. Practices involving fiscal management (Kerr, 2010) and quality improvement (Alaimo, 2010) are other examples of controlling in volunteer organizations.