What issues can be addressed in a managment committee meeting for a non govt organization?
350360
Um.. I have been with several non-government entities (and currently government) and these were mostly non-profit agencies. In our board meetings we often discussed: fundraising, public information, operations, finance, planning, volunteer management, training and policy. Does this help?? Eric
197047
There is no special format. The content however should contain the following.\n1. The list of participants.\n2. Time (Start and End) of the meeting\n3. Purpose of the meeting\n4. The list of issues discussed during the meeting (The different items discussed during the meeting)\n5. The list of action items, that is what was decided and who is responsible for carrying out which of the different decided actions.
714381
Try puting up posters at your campus or school, explaining what the organisations all about. Try community centers and religous institutions too. Im your stil having trouble, try teaming up with a similar existing organisation that already has a volunteer pool.
257612
Think of anything and everything that can go wrong and anything and everything that people might be bothered by and address those issues.  Always have a contingency plan (like if it rains, like if somthing is not in stock...)  Make a list of everything that has to be done...start planning way before the event.
910534
Attendance, how well he has met standards and expectations for the position,  what improvements you would like to see, where he has exceeded expectations, goals for the next year.\n\nAlso, he or she should be able to also voice concerns and opinions about the workplace and ideas on how to improve.
186564
Delegation, Leadership, and Break-downs.\n\nDelegation - Work often does not go to all team members.  Some members may be underutilized.  Some work may go to the wrong members.  Sometimes one member may take on a project solo or with a smaller sub-team when more hands are needed.  \n\nLeadership - Classic problem is "too many chiefs, not enough Indians."  A leader needs to be picked.  Those designated as "team members" should not undermine the leader by trying to lead or disobeying orders. One leader should run the team.  If the team is large, then sub-leaders may be chosen.\n\nBreak-down - Someone didn't do their job.  Someone didn't show up.  Someone isn't communicating.  Lack of following through should be dealt with as soon as possible.  Remove team members that distract and detract from the job.  Make sure that substitutes are assigned if someone is ill or unreliable.
333672
I would guess many NGOs would practice "diplomacy."  Same with IGOs.  They are of increasing influence in the world stage.
531291
Beyond Bureaucracy:\nThe Development Agenda\nMaking it to the 21st Century\ndepends on the participation of everyone \nand the re-creation of our major institutions\nan Interview with David C. Korten, by Alan AtKisson\nOne of the articles in Making It Happen (IC#28)\nSpring 1991, Page 26\nCopyright (c)1991, 1996 by Context Institute | To order this issue ...\n\n\nIf your interest is in "making it happen" - participating in the transformation of our societies to a more humane and sustainable way of life - there is one book you simply must read: David Korten's Getting to the 21st Century: Voluntary Action and the Global Agenda. The distillation of nearly three decades of research and field experience, Korten's book is both tightly focused (on the primacy of non-governmental organizations and voluntary action in creating a better world) and expansive (his analysis weaves together such diverse elements as the environment, global economy, governance institutions, and the transformation of consciousness).\n\nBut while Korten's agenda is radical in the truest sense, his roots are decidedly mainstream - M.B.A. and Ph.D. from Stanford University Graduate School of Business; faculty positions at Harvard, the Asian Institute of Management, and other institutions; on staff at the Ford Foundation; and consultant to the US Agency for International Development [AID]. And his message - despite its challenge to the legitimacy of some of the world's most entrenched bureaucracies - is being heard.\n\nKorten is now Founder and President of the People-Centered Development Forum, "a voluntary organization ... to encourage and support the definition and pursuit of a people-centered development vision as a global citizens' movement." We are pleased to announce that he is also the newest contributing editor to IN CONTEXT. In this lengthy and wide-ranging interview, he traces the development of his thinking and sketches out the critical elements of an action agenda for getting to the 21st Century. His book is available from Kumarian Press, 630 Oakwood Ave., Suite 119, West Hartford, CT 06110 ($19.95 postpaid).\n\nAlan: Development has, in the West at least, been considered too big for anyone but government to tackle. But in your book, you argue persuasively that such thinking is inherently flawed - and that, in fact, it leads to disaster.\n\nDavid: Right. We have to think of development as a people's movement, not as a government-funded project. Development issues relate to values and relationships - which you cannot buy with government funding.\n\nThat's a trap we've gotten into - we think government can correct these things for us. But we cannot expect our "leaders" - in quotes - to provide the necessary leadership. What we see now demonstrated is quite the opposite - our current leadership is taking us very skillfully and powerfully in exactly the wrong direction with great intent.\n\nAlan: How did you come to these conclusions, and move from large institutional settings such as USAID to developing something like the People-Centered Development Forum? What was the evolutionary pathway?\n\nDavid: My start in the international development business was actually in business management and management education. The shift began when I was the academic director of INCAE, the Central American management institute. We were studying the family planning programs of El Salvador and Nicaragua, and one of the critical influences on my thinking was seeing how the structures of those systems thwarted any effort to both generate client demand and be responsive to it. The nature of bureaucratic organizations made such responsiveness impossible.\n\nSo, once back in the US, I began working with people from Third World management institutes and the heads of national family planning programs in a major effort to improve management in these programs. Some of us reached the conclusion that one of the important f
333945
So, look at multicultural orgs and see if any of them deal with social responsibility issues.\n\nWhat do you mean, anyway?  What is your idea of a "multicultural" organization?
1108405
What issue do you have? You can try talking to your MP? Writing to ministries or send a letter to the local papers.
492706
We make important decisions through meetings.
1011359
A meeting is formal and should have an agenda. A discussion is less formal and is usually not agendized.
408442
Your statements are somewhat broken, but I think I understand what you're talking about. First, understand that your 'leaders' do have TONS of things to do. Just because you think something is an issue does not mean that they're going to get straight to it. They have other things to deal with. Furthermore, I'm sure they would resolve or attempt to resolve the issue if the community made a big deal out of it. Trust me.
900643
well it depends on your candidates... just search for them in yahoo or google, and usually the first link you will see is there website... explore them and you will find a section on Issues.
357970
Think about the levels of hierarchy. If it is a flat structure, this will enable decisions to filter down throughout the organisation much quicker- think how this would be a great help in a fast paced industry environment. \nNow think about the opposite and talk about bureaucracy. \nNow talk about how the structure can affect culture, for eg in a tall organisation there will be more opportunity for promotion (an incentive) but at the same time it may mean more departments (talk about a culture of rivarly instead of teamwork and how this will affect performance)\nevaluate how different structures can work and how the success depends on the type of industry and also on others things other than structure for eg the business plan\n\nHope this helps, any questions email me
728474
Any people oriented organisation registered under relevant legislation needs to do certain fundamental duties viz.,\n1.Statutory compliance - Ensuring that the org is duly registered with a proper name under Central & Local State Laws and file proper monthly/yearly returns. Some of the acts which require such compliance are Shops & Establishment act, factories act, Payment of gratuity act, apprentices act, maternity benefit act etc.,\n2.Record Maintenance: The aforesaid acts require records to be maintained in prescribed formats (made available in respective state government website)\n3.Payroll process: Employees needs to be paid salary and employer needs to obtain proof of such payment and produce for inspection later; payslip to be given to employee. \n4.ESI & PF - The ESI coverage ceiling is at present  Rs.10000 w.e.f. 01.10.2006. \n5. PF - The object of PF Act is the institution of the compulsory contributory Provident Fund to the  employees to which both the employee and the employer would contribute (now @12% on basic plus retirement benefits)\n\nPeople who can help u:\n1.Chartered accountancy firms\n2.Retired Labour Inspectors
485628
You need to get the word out, thats the most important thing and what the organization supports. You can do this with flyers or the computer  or phone calls.You could also contact the political leaders or members of parliment in your community as well. Speak to teachers and churches, you know, things like that and Iam sure you will find the resources you need...Good luck