MACD 509 - Conceptual Context - January 2010

University of Victoria MA Community Development …leading in the social economy and civil society:

University of Victoria MA Community Development … leading in the social economy and civil society CD 509 Developing Capacities to Lead and Manage in the Nonprofit Sector Key Concepts and Content Overview

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Planting the Seeds of the Future of the Nonprofit Sector It’s NOW in the hands of leaders and managers. Are you/we able to meet the challenges? CD 509 is an inquiry into building capacities to lead in complexity and uncertainty.

Nonprofits are multitudes of different organizational components:

Nonprofits are multitudes of different organizational components WHY a unique nonprofit management model ? Multiple bottom lines demand different management models and styles. Nonprofit managers are subject to the push and pull of various stakeholders/influences. A holistic concept helps our understanding of the complexity of the nonprofit context. Anheier’s Comprehensive Nonprofit Management Approach

The Dimensions of Anheier’s Management Model 1. Performance vsTime Axes :

The Dimensions of Anheier’s Management Model 1. Performance vsTime Axes Palace Organization Tent Organization Values predictability over improvisation Dwells on constraints rather than opportunities Borrows solutions rather than devising new ones Favors accounting over goal flexibility e.g. Some foundations, CNIB, large service providers Emphasizes creativity, immediacy, and initiative over authority, clarity, and decisiveness Fosters nimbleness and adaptability over durability e.g. Civic action groups, local theatre groups

The Dimensions of Anheier’s Management Model 2. Technocratic vs Social culture:

Functional performance criteria Task achievement Set procedures - a ‘machine-like’ orientation e.g. a hospital The Dimensions of Anheier’s Management Model 2. Technocratic vs Social culture Technocratic Culture Social Culture People orientation Focus on motivation and engagement Flexible procedures Evolving rules and expectations a ‘family-like’ organization e.g. a youth drop -in

The Dimensions of Anheier’s Management Model 3. Hierarchy vs Network:

The Dimensions of Anheier’s Management Model 3. Hierarchy vs Network Hierarchy Network Centralized decision-making Top-down approaches to management Low span of control for middle management e.g. Salvation Army Decentralized decision-making Bottom-up approaches Cross-functional teams, horizontal relations Few layers of hierarchy e.g. Canada World Youth

The Dimensions of Anheier’s Management Model 4. Outer-directedness vs Inner-directedness:

The Dimensions of Anheier’s Management Model 4. Outer-directedness vs Inner-directedness Outer-directedness Inner -directedness Organization reacts to the outside world Solutions and strategies sought outside Directed by external factors Units have little room for initiative e.g. employment agency Inner-directed structure Focused on own situation, objectives Solutions and strategies are sought internally Units free to seek solutions e.g. housing cooperative

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External Organization internal vs external people vs task orientation identity vs context flat vs steep permanent vs temporary monolithic vs polycentric formal vs symbolic efficieincy vs effectiveness Internal Organization Socio-culture Techno-culture Palace Tent Hierarchy Network Dimensions of Organizational Structure

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External Organization internal vs external people vs task orientation identity vs context flat vs steep permanent vs temporary monolithic vs polycentric formal vs symbolic efficieincy vs effectiveness Internal Organization Socio-culture Techno-culture Palace Tent Hierarchy Network Positioning of Management Styles – The UW Example

The United Way – An Example:

The United Way – An Example On the continuum of the four critical organizational dimensions managers must strike a balance: On predictability: more results-focused (palace-like) vs creative, immediate and flexible (tent-like) On set procedures : from a task achievement, machine-like view (technocratic) to a social- and people-driven orientation, which is like a family (social) in its culture On centralized decision making : from bureaucracy (hierarchy) to bottom-up, participatory, decentralized focus (network) On focus driven by external forces (outer-directed) to being focused on internal objectives and world views (inner directed)

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LET US EXPLORE THE UNPREDICTABLE GENERATE POSSIBILITIEs HAVE FUN