MANAGEMENT IS A TEAM SPORT Managing a nonprofit organization in the eighties JAMES MARSHALL & JUDY PHELAN Management has become a team sport. Theories of managing have progressed from the caricature of the loud, cigar-chomping Theory X autocrat barking orders at quivering subordinates to the mellow, easy-going Theory Y manager who casually solicits ideas and plans from every subordinate in the organization. Management books and articles abound with advice on techniques to turn your team around to make your organization a winner. Distilling advice on techniques is what this article is about. We try to take the complex job of management and break it into tasks that you can practice in your organization. The tasks are the "plays" you can use as coach to your management team. Management's Four Basic Plays Play Number One: Keep the Operation Going Whether brand new to the job or an old-timer, the manager has a fundamental reponsibility to keep the operation going. This means maintaining the routine functions-making sure the organization is within budget, having the reports ready for the Board of Directors, and getting the paychecks out on time. Keeping the operation going also means James Marshall, PhD, and Judy Phelan, M.S. W., serve on the faculty of CUE 's School of Management. James Marshall is a consultant and trainer in management and a Portland City Commissioner's Assistant. Judy Phelan is a trainer and consultant and aMultnomah County District Attorney's Assistant. putting out the fires that erupt from time to time. Firefighting-responding ,appropriately to the periodic or not so periodic crisis-is a manager's responsibility. The more firefighting managers perform the less attention is given to the routine functions of the organization. Without attention, the routine function can become the next crisis. One way to keep the routine operation running and give the manager time to attend to the other plays is to practice delegation. In order to get things done through others a manager must learn to delegate. Managers may feel that because they are in charge they have to do and decide everything. Delegation is the only efficient way to get all the tasks completed. There are six different levels of delegation that a manager can use to keep the operation going: 1. Direct the subordinate to look into a particular situation and give the manager the details. The manager reserves the right to make the decision. 2. Ask for an analysis and a set of recommendations for review. This gives the subordinate the opportunity to demonstrate their analytical abilities, yet allows the manager to make the final decisions. 3. Direct the subordinate to review the situation, make a decision, and advise the manager of the intended action. Do not implement until the manager approves. 4. The subordinate reviews the situation, makes a decision, and advises the manager of the intended decision. The subordinate implements the decision unless the manager specifically directs him/her not to. Fall/Winter 1986 RAIN Page 13
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