players for the future. Scouting for new players can be done using the vehicle of an ad hoc committee. Assigning a project to a task force or committee serves a dual function for the manager. First, it allows managers to delegate a project. Secondly, it allows managers to "scout" for future players for, the management team. Members of a task force . have the opportunity to show the organization · how well they can play the management game and what kind of team member they would be. Another aspect of building the team is managing the participation of the players on the team. The job of the manager is to keep the players headed in the same direction. Managing participation is essential for getting things done through people. To do this a manager is expected to: 1. Set the goals for the team. The group needs to know what they are to produce and what outcomes are expected. 2. ·Provide a safe environment for doing the task. Managers need to give the group permission to examine the issue at hand openly and candidly, without fear of punishment. 3. Ensure that resources are available to do the tasks. The group needs adequate time, a meeting place and appropriate materials and support for the job at hand. 4. Provide facilitation for the team. This can be done by having the manager facilitate, or the manager can delegate the responsibility to another. 5. Make sure that the team has the authority to implement the approved results. Giving a team the responsibility to arrive at a solution and failing to allow them to implement reasonable solutions is the fastest way to block participation in the organization. The results of practicing the four basic management plays-keeping the operation going, getting the lay of the land, setting priorities, and building teams-can make you more effective as a manager, and your organization more productive. The results are both rewarding and impressive. ti Nonprofit Management Reading List By James Marshall and Daniel 0 'Toole One of the keys to being an effective manager is to have a good balance of theory and experience. Books can provide lots of theory and a good deal of reporting on the experience of others. But which books? The following bibliography is the latest version . of one that we use in our classes in CUE's School of Management, and elsewhere. It is a listing of books in major areas of management and administration. We have tried to provide a mix of the classics and the more contemporary in each area. Theory Administrative Revolution, (The) ,George Berkley, Prentice Hall, Inc., Englewood Cliffs, NJ 07632, 1971, $2.95 American Bureaucracy, Peter Wop, Norton, 500 Fifth Ave., New York, NY 10036, 1977, $12.50 An End to Hierarchy! An End to Competition, Frederick Thayer, Watts, Frankin, Inc. 730 Fifth Ave., New York, NY 10019, 1973, $2.95 British Factor-Japanese Factory,,Ronald Dore, University of California Press, 2223 Fulton St., Berkeley, CA 94720, 1973, $6.95 · Games Mother Never Taught You, Betty Barragan, Warner Books, 75 Rockefeller Plaza, New York, NY 10019, 1978, $2.50 In Search of Excellence, Peters and Waterman, Harper and Row, E 53rd St., New York, NY 10022, 1973, $19.18 Nature of Mangerial Work, (The), Henry Mintzberg, Harper and Row, E 53rd St., New York, NY 10022, 1973, $12.50 Organization and Bureaucracy, Nicos Mouzelis, Aldine Publishing Co., 200 SW Mill River Rd., Hawthorne, NY 10532, 1968, $13.95 Organizations in Action, James Thompson, McGraw Hill Book Co., 1221 Ave. of Americas, New York, NY 10020, 1967, $15.95 Small is Beautiful, E.F. Schumacher, Harper and Row, E 53rd St., New York, NY 10022, 1975, $2.95 Work and the Nature of Man, Frederick Herzberg, New American Library, 1301 Ave. of Americas, New York, NY 10019, 1973, $1.50 Behavior Administrative Behavoir, Herbert Simon, Macmillan Publishing Co., 866 Third Ave., New York, NY 10022, 1957, $5.95 Comprehensive Stress Management, Jerrold Greenberg, William C. Brown, 1983 Fall/Winter 1986 RAIN Page 15
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