Tag Archives: self-renewing

Transformational Organizations: Adaptable, Transitioning and Evolving

Transformational organizations, Effectiveness and Efficiency represent the three overarching management domains of the Self-Renewing Management Model.

Charitable-philanthropic organizations seeking to achieve sustainable mission fulfillment and operations need a structure, culture and internal operating environment with the ability to adapt to changing environmental conditions, to transition to new states – to evolve.

Achieving and sustaining a highly Effective charitable or philanthropic organization, one that is also Efficient in its use of available resources, requires the organization to have the ability to evolve and adapt to ever-changing external environmental conditions, even as it encourages all its members to achieve their full potentials. Change is often disruptive – and can be threatening to those involved. Therefore, the internal environment needed to cope with a constantly changing external environment is one that offers self-fulfillment options and a workplace where it is safe to change (transformational). Self-renewing organizations establish and maintain a transformational organizational environment within and through leadership and human resource development and management (Connors, 1997, 2001). Transformational organizations adapt themselves to changing environmental conditions, constantly transitioning to new states, turning as necessary, in new directions. In short, transformational organizations manage change effectively by reinventing themselves – they stay New.

Profile of a Transformational Organization

A charitable-philanthropic organization that has achieved a transformational internal operating environment, is one in which its senior leaders:

• are focused on improved organizational effectiveness,
• serve as role models for values, initiative, and commitment; and,
• are involved in organizational performance improvement initiatives.

Further, its leaders have put into place systems that foster performance, individual development, and organizational learning, including the identification of stakeholders who serve as a major focus for vision and mission fulfillment.

A transformational organization is one in which education and training are emphasized as a means to improve workforce capabilities and performance, even as the human resource focus supports and encourages staff and volunteers to achieve their full potentials.

Transformational organizations emphasize the importance of staff and volunteers realizing their full potential. They have put into place work and services delivery processes that support client/customer and performance objectives. Organizational and work unit performance is measured and evaluated, to improve efficiency and effectiveness, and as a basis to measure, evaluate and reward staff and volunteers.

Characteristics of a Transformational Organization

Transformational organizations are characterized by the following characteristics as ranked by senior NPO executives during a major research study (Connors, 2013):

• Leadership is focused on improved organizational effectiveness.
• Senior leaders serve as role models for values, initiative, and commitment.
• Senior leaders are involved in organizational performance improvement initiatives.
• Leadership system fosters performance, individual development, and organizational learning.
• Education and training are emphasized to improve workforce capabilities and performance.
• Human resource focus supports and encourages staff and volunteers toward their full potentials.
• Work processes support client/customer and performance objectives.
• Staff and volunteer performance is measured, evaluated, and rewarded.
• Stakeholders are identified and serve as focus for vision and mission fulfillment.
• Organizational and work unit performance is measured and evaluated.

Establishing and Sustaining a Transformative Organization

Philanthropic executives rank Leadership, focused on operationalizing the organization’s core values as effectively as possible, as among the strongest contributors to establishing and sustaining a transformational internal environment.

The Charitable-Philanthropic Organization Self-Renewing Management Model (C-POSRM) Study (Connors,2013) found that three essential elements were needed to achieve a transformational organization, including:

1. Leadership and governance volunteers who use organizational core values as the basis for their decisions which are focused on achieving and sustaining organizational effectiveness and efficiency.
2. Governance leaders establishing and maintaining an ethical internal environment – based on core values – in which all members of the workforce (staff, volunteers, and governance leaders) are meaningfully engaged in helping the organization to fulfill its societal responsibilities.
3. Leadership focused on effective volunteer resource management, including job design linked to strategic planning and mission fulfillment (purpose).

The list below includes the rankings of management actions/activities most contributory to creating and sustaining a transformational internal environment. The list and its rankings was created by the responses of over 350 senior executives of voluntary organizations, and were among the findings of the Charitable-Philanthropic Organization Self-Renewing Management Model (C-POSRM) Study (Connors, 2013). Leadership is the strongest characteristic of philanthropic organizations with what their executives characterize as optimal internal environments.

1. Leadership
2. Organizational Core Values
3. Senior Leadership Efficacy
4. Volunteer Resource Management
5. Societal responsibilities
6. Job design, including volunteer positions where applicable
7. Board Development
8. Governance
9. Workforce Engagement
10. Ethics and Ethical Behavior
11. Workforce Climate/Environment
12. Workforce Capability/Capacity/ Development
13. Workforce Focus
14. Member/Constituent Development
15. Committee Development
16. Workforce Recognition/Rewards
17. Risk Management
18. Human Resource Development
19. Human Resource Management
20. Diversity Awareness
21. Legal

Leadership in such organizations is focused on improving organizational effectiveness, and in improving the organization’s overall performance. Further, its senior leaders serve as role models for values, initiative, and commitment. Human resource development is highly valued as a means to improve professional skills, capabilities, and performance, even as it encourages all members of the organization to achieve their full potentials.

In descending, but closely ranked order, respondents strongly valued other management actions and activities, including: volunteer resource management; societal responsibilities; job design; board development and governance; and workforce engagement. Based on rankings of management actions and activities and their value in establishing a transformational internal environment, heavy focus and importance was given to those actions involving and affecting the organization’s workforce, including: engagement and ethical behavior, climate and environment, capability and capacity development, recognition and rewards, diversity awareness, and an overall priority for the workforce and its best interests.

Note: Adapted in part and with permission from:

Connors, T. D. (1997). The self-renewing organization. In T. D. Connors (Ed.), The nonprofit handbook: Management (2nd ed.) (pp. 2-29). New York: John Wiley & Sons.
Connors, T. D. (2001). The self-renewing organization. In J. M. Greenfield (Ed.), The nonprofit handbook: Fund raising (3rd ed.) (pp. 1113-1140). Hoboken, NJ: John Wiley & Sons.
Connors, T. D. (2001). The self-renewing organization. In T. D. Connors (Ed.), The nonprofit handbook: Management (3rd edition) (pp. 3-45). New York: John Wiley & Sons.
Connors, T. D. (May 2013). Towards a theory of self-renewed excellence for charitable-philanthropic organizations, Public Service Leadership, Capella University. DAI-A 74/11(E), p. 276. Retrieved from http://search.proquest.com//docview/1427359144

© Copyright 2015 Tracy D. Connors

 

Efficient Voluntary Organizations

Efficient Voluntary Organizations: economical with reduced waste of time, energy, and materials

Overall, Efficient charitable organizations operate economically, with reduced waste of time, energy, and materials (at least in comparison with their competition). Increasingly, they use a variety of tools to improve business processes, including:

• Information and analysis techniques and systems analysis approaches to minimize waste, streamline their operations, and to make economical use of all resources (Connors, 1997, 2001).
• Processes, products, and services reassessment to optimize resource investments (money, time, and personnel) to achieve improved customer service and satisfaction levels.
• Economic performance and resource conservation emphasis by reducing wasted time, energy, and materials.
• Applicable process improvement and management information/data collection and analysis techniques to design and improve its customer/client services and service delivery systems; and,
• Process performance systems maintenance and operation to ensure they are performing according to their design.

Senior executives of charitable organizations understand and highly value the management benefits of using process improvement and management techniques to design and improve customer/client services and service delivery systems. They also value approaches that reduce wasted time, energy, and materials. Finally, C-P/NP executives strongly support and recommend maintaining process monitoring systems to ensure they are performing according to their design and the value of using information and analysis techniques and approaches to reduce waste (Connors, 2013).

Defining Efficient Voluntary Organizations

Charitable executives identified and ranked the following as characteristics they would include in any definition of organizational efficiency, including:
• Uses process improvement and management techniques to design and improve its customer/client services and service delivery systems.
• Emphasizes reducing wasted time, energy and materials.
• Maintains process performance systems to ensure they are performing according to their design.
• Uses information and analysis techniques and approaches to reduce waste.
• Emphasizes economic performance.

Next: Secrets to Achieving Voluntary Organization Efficiency

Suggested citation:

Connors, T. D. (2015, July 31). Efficient voluntary organizations: Economical with reduced waste of time, energy, and materials. In Efficient voluntary organizations: NPO crossroads. Retrieved from BelleAire Press, LLC: http://www.npocrossroads.com/category/efficiency/efficient-organizations/

 

© Copyright 2015 BelleAire Press, LLC

Mission & Vision

The Self-Renewing Management Model identifies the three management domains that determine – and reflect – an organization’s ability to achieve its mission and to sustain its ability to do so in the face of ever-evolving operating environments.

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Staying “new” can be understood in terms of condition and surroundings or ambient: In Accord With Mission and Context). For example, an organization’s status or “condition” can be seen as its readiness to fulfill the mission(s) for which it exists. If an organization lacks purpose, or is not meeting its public purpose, it is tottering on the lowest state of mission-readiness. However, an organization that is customer focused and driven, and is meeting its public purposes, is fulfilling its Mission.

Mission

The term “mission” refers to the overall function of an organization. The mission answers the question, “What is this organization attempting to accomplish?” The mission might define customers or markets served, distinctive or core competencies, or technologies used. ” “Mission creep”—the random accumulation of new goals and tasks as the organization follows funding (rather than its mission)—or to “mission shear”—direct and consistent pressure that pushes the organization systematically away from its mission and toward other interests.

Vision

The term “vision” refers to the desired future state of your organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived in the future.

Suggested citation:

Connors, T. D. (2015, July 31). Mission & vision: Organizational purpose and future state. In Effective organizations: purposeful and results focused: NPO crossroads. Retrieved from BelleAire Press, LLC: http://www.npocrossroads.com/category/effectiveness/mission-and-vision/

© Copyright 2015 BelleAire Press, LLC