Exhibiting these traits will inspire confidence in your leadership. Not exhibiting these traits or exhibiting the opposite of these traits will decrease your leadership influence with those around you.
Staff Buy-In Staff and volunteers may tell you they have been doing just fine without computers or the Internet and maybe they have! Or, they may have unrealistic ideas about the technology -- that computers, a new software package or the Internet will instantly and effortlessly raise more money for the agency, or improve staff and board communications, for instance.
Many agencies invest considerable resources in computer hardware, software and staff training for computerized systems that then end up being under-utilized and failing to live up to their vast potential, because the staff had unrealistic expectations for the technology, or they never bought in to the idea of the technology in the first place.
The key to worker acceptance seems to hinge on the following factors: Clearly identifying the benefits of the new system to those who will use it. Training and hands-on practice with the specific application.
Clear commitment by management to support staff during their learning curve. Clear and communicated commitment by management to support the introduction of the new system.
Clear expectations by management that staff are expected to use the new system. They emphasize that successful integration of a new technology into an agency requires good and ongoing communication, long-term commitment by the entire staff, monitoring, support, intervention and patience. The system was comprehensive and covered everything from caseload listings, client history, placement and payment processes, contact narratives, management of court documents, service plans, state-wide search capability, etc.
His story on the introduction of this system offers many lessons for anyone introducing a new technology, no matter what system it is computerizing: New social work graduates expect to find computers in the workplace.
Information supports risk assessments. Clearly, this will add precision in evaluating the needs of our clients and assessing the effectiveness of our interventions.
What I have found is that if you can get one person using a program and it really helps them do a better job, others will get interested.
Many organization just force technology on people and I think it causes a backlash. I think it is like everything else most people sometimes are just resistant to change.
It spread from unit to unit after we saw its benefits. Now counties all over the State are using it in one fashion or another to suit their needs. This was done without forcing the technology on anyone. It is a much slower process, but seems to be more acceptable to staff.
Our upper management is generally very supportive, and each employee has a training budget we can use to get additional help. OK, I admit, this person is me!
A big plus is how excited I get about new applications, etc.
One lesson we have learned to our advantage: Many times staff feel uncomfortable asking a tech staff to help them with the "little things" - especially when they need someone "right now! It took some time for my manager to be comfortable with my spending time on this, but in the end she understood that it was helping all our department work better - it is now an acknowledged part of what I do!
Although she has had a computer on her desk from the beginning, she is just now beginning to really use it. For a long time, you knew not to send her an e-mail - she never learned to open up her Mailbox! Overall though, I think that technology has made my job as a volunteer coordinator 10 times easier.
And with all that said What changes behavior, beyond training? Back in the s, I was a board member at a professional association.
I was in charge of new member recruitment and publicity. For my fellow board members, I developed materials and a training to talk about the benefits of using email instead of sending postal mailings to invite new members to our meetings, to no avail; my fellow board members remained skeptical.
I asked at the beginning of the meeting for everyone who found out about the event via email or the web to raise their hands, and most of the room raised their hands. As of that meeting, there was an expectation that the organization would use email and its web site for communication - there was no going back.
I was a part of a huge, multi-office international organization that adopted a new software program that would take over all human resources and budget database functions. The organization engaged in several activities to both educate staff on why the software tool was a good thing and how to use the software, such as: What finally got them to use it was a mandate -- their reports would no longer be accepted in any format except such that was generated from the database itself.
These illustrations include examples of peer pressure new members expected use of online tools by the association, staff expected by their peers to use new softwareincentive to change behavior elimination of postal costs and phone charges to mail or fax press releases, testimonies from colleagues at staff meetings, recognition by supervisors for use of new tool.Organization Reference Chart.
The Organization Reference Chart enables you to locate at a glance the section of the Code under which your organization might qualify for exemption. It also shows the required application form and, if your organization meets the exemption requirements, the annual return to be filed (if any), and whether or not a contribution to your organization .
Understanding Organizational Structure,Question Week 3 Discussion 1 Understanding Organizational Structure" Please respond to the following: review the current organization and describe its organizational design model.
Become the organization everyone wants to work for. LORI STOHS, founder of Lori Stohs Consulting Group, works with organizations to strategically help them focus on their desired business outcomes by understanding their human capital caninariojana.coms: – Assume your organization is developing a KM initiative.
What would be the most important objectives that your organization’s KM would want to achieve?
– How would your organization measure the success of the KM efforts? This entry was posted in Essays on March 29, by custom-essay. For some, the word insight may conjure up notions of breakthrough ideas or “aha moments.” But studying basic patterns within available data gives simple insights that pinpoint what truly sets.
A homeless aid organization wants to build permanent supportive housing for chronically homeless individuals in a suburban, Orange County neighborhood. Neighbors fight back. In this multi-part.