But I want to be a musician. And I want structure.
But there's little direction as to what to do exactly, and when to do it. Of course, every path is different when zigzagging your way into show business. But why should every artist have to recreate the wheel? A map that begins the moment after content is created, and you're ready to start your ascent toward a career in music. In my experience, progress in the modern music industry is about perceived momentum. But how do you start with no industry accomplishments? I believe earned press is where you have the most opportunity to create a narrative, rise above the noise, and earn your Merit Badge to advance toward the next level.
The good news? Before you make changes, it's important to negotiate them with those who'll be affected. If they don't agree to a new set of rules, you'll have a difficult time putting those rules in place.
Introduction and summary
Try to look at change as a process that occurs over time. If you want to change the style or philosophical structure of your organization's management -- especially if you want to change it drastically -- you may have to start with small elements and work toward a larger change. That may seem frustratingly slow, but it may lead to better results in the long run. Although the number of management models described in this section is limited, there are, in fact, infinite varieties combining aspects of two or more.
The issue here is not what box you can fit into, but what you think will work for your organization, given the people involved and the work that needs to be done. You might want to be collaborative in some areas and not in others. Your board may set some, but not all, policy.
Try to consider what results particular aspects of a model will have, and don't be afraid to try something new. Roles and relationships are crucial to the smooth operation of the organization. There are a number of questions you need to ask as you define these in a way that suits your organization and gives you the management results you want:.
A classic problem in non-profit organizations of all sorts is the struggle for power between the director and the board. Such struggles are not inevitable -- in fact, many, perhaps most, organizations never experience them -- but they are common enough that avoiding them should be a priority. Good directors are usually strong individuals, and good boards are usually made up of strong individuals. If they all work together, they can create a powerful organization; if they wrestle for control, they can handicap, or even destroy, an organization. Therefore, clearly describing the scope and limits of everyone's authority is extremely important.
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A young organization that was essentially a collaborative had a board chair who had had considerable experience on the boards of other, more traditional, organizations. She viewed her role, and that of the board in general, as "The Boss," and felt that it was her and their prerogative to dictate policy without discussion.
The director, on the other hand, was passionate about the collaborative nature of the program, and saw the board as only one element of many in the governance structure. Although they were personally quite fond of each other, the clashes between board chair and director were monumental and often public. The conflict was difficult for everyone, and wasn't effectively resolved until the board chair's term ended, and she was replaced by someone much more sympathetic to the collaborative model.
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It was only at that point that the organization actually jelled, and was able to plan its future development. Spelling out the answers to these questions in job descriptions, board information, employee handbooks, etc. Another is to be extremely careful to describe the roles and relationships when hiring a director or staff person, or when taking on new board members.
Most important is to try to hire people who share the organization's concept of how it should operate.
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If you hire an authoritarian as the director of a collaborative organization, you will have serious difficulties no "may" or "might" here. By the same token, if you hire someone who doesn't clearly understand what kind of management philosophy you have in mind, or who isn't capable of fostering the relationships necessary to make your model work, it won't work. Hiring the right people is probably the most important thing you can do to make sure that the management plan you've devised is successfully carried out. An alternative to choosing and developing a particular management structure is to hire the person you're sure you want and go with her management preferences.
This works best if the organization and the staff has no passionate philosophical leaning toward one model or another. Hiring a terrific person who's a bad fit with the organization is often worse than hiring someone far less competent who's a good fit with the organization. The right person, on the other hand, can -- with charisma, excellent interpersonal skills, and effective management -- bring a resistant organization around to a new way of thinking.
It's a tough call, especially since it's seldom possible to get a complete picture of the person you're hiring from a resume, some references, and one or two interviews.
How can you be sure that the people you hire will do the job you want them to do? The short answer is that you never have an absolute guarantee, but there are a number of things you can do to increase your chances. Whatever the management looks like, there is usually some agreement about what in an organization needs to be managed.
The broad categories are people; money; supplies and equipment; activities; and relationships with the outside world funders, the media, the community, target population, etc. Each of these categories should have a set of policies and procedures that addresses whatever you can think of that might come up in that area. Another, and extremely important, responsibility of management is to pursue the goals of the organization. In general, these goals are subsumed in the five areas mentioned.
If a goal, for instance, is the acceptance of the organization in the community, that goal becomes part of relating to the outside world. If a goal is to provide ever-improving service to a particular population, that goal becomes part of the management of the organization's activities. The reality is that you should never lose sight of your organizational goals, because they define all five of these categories of management for your organization.
Not all of these management areas have to be addressed by the same person, although in small organizations they probably will be. In larger organizations, there are often assistant directors or program directors who oversee one area or another. If the organization is large enough, the director may delegate much of this work. As with the rest of this section, considering each of these management categories has to be done with an eye toward the mission and philosophy of the organization. There is plenty of room here for making policy that's inconsistent with what you say you believe in, so it's important to ask yourself how what you're developing will fit in with your mission statement.
If you're an empowerment organization, a restrictive and punitive personnel policy doesn't make sense, for instance.
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If one of your goals is to help low-income people learn how to manage money, your own money management should be as organized and efficient and frugal as possible no fancy furniture or expensive offices. You need to practice what you preach, or the lesson is lost. People are the most valuable part of any organization, and often the most difficult to manage.
Personnel management encompasses a number of areas:. Although you may hate the thought of it, your organization is, in many ways, a business, and you have to manage your finances just as any other business does if you're going to continue to operate. Fiscal management includes:.
What your organization actually does is usually the reason it exists. Keeping careful track of what goes on and how is therefore fundamental to the success of the organization.
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Among the management necessities here are:. If your organization aims to serve the community in some way or is dependent on the community for resources or good will then your management plan better include some ways for the organization to become recognized as part of the community. If your organization gets funding from state agencies, foundations, or other funders, it's important to establish and maintain good relationships with both the individuals who oversee that funding and with the funding institutions as a whole.
In reality, organizations don't deal with other organizations or communities: people deal with other people. The positive personal relationships that your organization's director, board, and staff members establish go a long way toward strengthening your organization's credibility and standing with funders and the community.
A management plan that addresses this issue might include:. He tried to make sure that the organization's name appeared in the newspaper on a regular basis, if only in public service announcements about program activities.
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