Original post can be found here: https://create.twu.ca/ldrs501/2018/11/12/working-of-a-nonprofit-organization/
Thank you, Avisha, for your post. I believe this is the first time I am responding to one of your posts.
Can I ask for clarity regarding your briefing periods and check-in processes? Am I correct in assuming front-line employees have time for an individual half-hour check-in with leadership, as well as briefing meetings three times a week? If so, kudos to your organization for making a large time commitment for meetings. Do you believe having these many meetings helps with clarity and morale?
My organization would have difficulty with the number of meetings, not to mention the amount of time used. Is face-to-face interaction required, or are there alternate methods of communication such as email or other technological solutions? Although you quote Hughes, Beatty, & Dinwoodie (2014, p.158) regarding the importance of the one-on-one relationship, this relationship does not always need to be face-to-face. A quick phone call or email update may suffice depending on the leader-employee relationship.
I, too, am surprised about the idea of competition within a non-profit organization. Lepsinger (2010, p. 160) says cooperation and coordination are critical to execution. What contributes to the spirit of competition? You mentioned a performance-based measurement for job appraisal and the performance improvement plan. Conversely, is there a bonus of some sort for greatly exceeding targets? If so, is this advertised in the employee value proposition? If not, what other factors contribute to competition within the workplace?
I look forward to your response. Thank you.
References:
Hughes, R. L., Beatty, K., & Dinwoodie, D. L. (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey-Bass.
Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. Jossey Bass.
