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Leading Associations and Non profit Organizations: Challenges for Senior Executives

PADM 5472S: PANL 5772S : Special Topics in Organizational Leadership and Management)

(i.e. Leading Associations and Non Profits: Challenges for Managers

Course for Philanthropy and Non profit Leadership Program, Carleton University, School of Public Policy and Administration

(Room: River Richcraft) Building) TBD

Richard Paton (copyright)

Draft for 2020,May 25-29

TIme: 8:30 AM to 4:30 PM

Course Summary If you want to learn how presidents and senior executives lead and manage associations and nonprofits, and prepare yourself for senior leadership roles in these organizations, this course is for you. This course is a unique practical management course that will help participants to better understand the leadership challenges and strategies required of the executives of associations and non profit organizations. Participants will review the challenges faced by these executives, and work through examples of the issues and choices that they face in leading their organizations. The course will draw upon the experiences of the course participants as well as the experience of the instructor, Richard Paton, who has worked for 19 years as the president of an association - doing so with references to cases developed by the instructor, and his text book, Leading Business Associations: Making Successful Transitions.

Office Hours: Since this is a one week course, the professor will be available before and after

classes in the class room or where convenient.

Course Overview

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This is a course on managing non profit organizations and associations which is specifically designed for leaders and staff of these organizations, or those who want to learn more about the management of these organizations.. This course is designed to complement other courses in the program by focusing on the realities and challenges faced by executives/managers in association or non profit management. The course will be valuable to those already in management positions or who aspire to take on management responsibilities at some time in their career with a non profit organization, or association.

MPPA students. Since there are very few practical management courses in the public administration field, the course has also been valuable for students of the MPPA program who are interested in understanding better what it takes to lead and manage an organization using associations and nonprofits as examples Each year about 5-7 MPPA students have enrolled in the course with very good feedback on the usefulness of the course.

Professional development Option. The course is also designed to be a stand-alone course for professional development participants, currently working in business associations or nonprofits who need a course specifically tailored to leading these organizations. This option enables professional development students to enroll in this course without participating in the overall program. In previous years an average of four students have attended for professional development and the feedback has been excellent.

The course will draw on relevant management and association literature and cases where available. This will provide key concepts and a framework that will enable participants to assess management situations and develop effective strategies for managing associations.

Most importantly, the approach to this course will be to build on the rich experiences of participants to create a learning experience that is relevant and useful to their roles in non profit organizations.

The Course Leader

Richard Paton was President of the Chemistry Industry Association of Canada (CIAC) for 19 years. Before taking on the President role of an association, Richard spent 24 years in the Federal Government and was Deputy Secretary of two branches in the Treasury Board. Richard, is a MPA graduate of the Harvard Kennedy School of Government, and has a Masters in Canadian Studies from Carleton. He has taught at the School of Public Administration at Carleton for over 28 years. The course he designed, “The Politics of Management was a top rated course by students in terms of its quality, relevance and usefulness in the working environment. That course is now integrated with the core public management stream as PADM 5123 The Practice of Public Mgt. This is the sixth time Richard has led this course on non profit and association leadership

Richard has authored articles and cases on management as well as a book titled “The Politics of Management: Thinking Like a Manger” which was published in the fall of 2013. Richard also published the main text book for this course in the spring of 2015. This book is titled Leading Business Associations: Making Successful Transitions. Finally, he also published a shorter

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publication for this course What Makes an Effective Association: Benchmarking for Performance. All of these books will be the key readings for this course.

Unique Focus of the Course and Learning Outcomes

The unique characteristic of this course is that it is focused on executives and managers leading associations and nonprofits. It deals with the realities, challenges, strategies and experiences of senior executives particularly presidents in leading non profit organizations.

The core of the course will be a framework and key concepts that can be utilized for association and non profit managers to assess their key relationships and challenges and develop strategies that will help to maximize their chances of success. This will also include the choices that senior executives can make in terms of their operating style. The lessons of the course are drawn from the experience of practitioners in associations and non profits. Since the non profit and association field is so diverse, a major part of the learning in the course is to draw from the experience of participants in the course.

Objectives and Value Proposition

The objectives and value proposition of the program are:

1. To enhance the participants’ capabilities for leading or managing organizations including associations/nonprofits and/or to prepare them for a more senior role in their organizations.

2. To provide a forum for learning from experienced association and non-profit staff.

3. To share information on how to tackle key common issues facing the management of associations and nonprofits as well as other organizations and share best practices in the key areas that are essential to association management.

4. To provide networking opportunities for association and non profit staff to meet executives and staff in other nonprofits and associations and increase interchange and learning about management among diverse associations.

To provide participants with a practical management course that can be applied to a variety of different organizations; or assist participants working in government to understand the role and

challenges of associations and non profits.

Course Books or Readings

The course materials will mainly include cases developed by the professor, specifically for this course, as well as two books authored by the professor. All of the textbooks are available at the Carleton book store and listed on their web site. The approximate cost of the three texts is

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about $100.00. Participants can buy them at the Bookstore or order them on the web site or by calling the textbook management group at (613) 520 2600 ext 8115. If ordered directly or through the web site, the books will be sent and arrive in a few days.

Leading Business Associations: Making Successful Transition. This book is the central textbook

which covers the key insights, framework and substance of the course. It deals with the

experiences of 26 association presidents in doing their jobs and what is required to be an

effective leader of an association and non profit. In addition to the Carleton Bookstore, the book

can be purchased electronically through. https://store.kobobooks.com/en-CA/ebook/leading-

business-associations-making-successful-transitions ($11.30). https://kindle.amazon.com/work/leading-

business-associations-successful-transitions-ebook/B00VQWU5GU/B00VQWU5GU

R. Paton, What Makes an Effective Association: Benchmarking Associations for Performance (CSAE, 2015). This book is designed to assist students to evaluate an association/nonprofit and determine the key management and performance challenges it faces. See assignment requirements. This publication is available directly from CSAE (Canadian Society of Association Executives). It can be ordered directly from the Resources or Bookstore section of the web site or from the Carleton Bookstore which will have the required number of copies for the course.

Joanne Oppelt, Moving Up to Executive Director: Lessons Learned from My first 365 days, Charity Channel Press, 2013. Available on Amazon but not electronically. Copies have been purchased and are available in the Carleton Bookstore and can be ordered through Carleton Bookstore web site or by phone. This unique book by a practicing executive director of a non profit was added to the course in 2017 to provide a practical example of an executive director leading a non profit. The book was viewed by participants as exceptionally useful and relevant to the challenges that non profit managers face.

Readings and Cases

These will all be listed on the electronic site at Carleton or be made available for Professional development students if they do not have access to the site. The readings complement the main texts. They are limited because the one week format makes it unproductive to have a barrage of readings. The key to the course is to understand the key concepts , framework and approach to leading associations/ non profits and apply them to the cases and non profit or other organizations in assignments and discussions,

Course Organization. The course will be full day classes starting at 8:30 AM with sessions in

the AM and PM and a one hour break for lunch. The last class on Friday will end early to allow for travel plans.

It is important to get participants thinking about management challenges and approaches early in the program, especially as they are in their work environment. Management learning tends to take time. It requires reflection combined with observation in the work environment. For this reason, some of the course materials and assignments will be made available to participants

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before the formal course begins and students will be requested to begin one assignment before the course starts. In addition, the final assignment for the course will not be due until about Aug. 8., two months after the course is finished. This will also enable students to apply the lessons of the course to their associations or nonprofits.

Learning Approach

In the experience of the professor the most effective teaching approach for management courses involves a multifaceted approach including:

Some literature on managing associations drawn from the experiences of association/non profit presidents/executives.

Key concepts that help assess management situations; drawn from the general management literature.

The use of a framework that is central to the assessment of management situations.

The application of this framework and concepts to specific examples through class discussion, application to an association/nonprofit where students are working, cases, or a study of a manager.

Involvement of association and non profit leaders in 2-3 classes in the program.

Active involvement and sharing of experience by participants in discussion and cases

Self reflection by participants on management and leadership style and their skills and capabilities to take on senior executive roles.

Note: This combination of the textbook based on the experiences of association presidents, key concepts, class discussion of examples, cases, and the final assignment, all provide for a strong and unique learning experience. Participants are able to apply the lessons of the course to their organizations as well as their management situations and enhance their development.

Course Requirements

(All participants will be required to complete these assignments. Although Professional Development (PD) students are not required to do assignments for marking purposes, the professor hopes all PD students to complete these assignments ( especially the first one) in order to enhance the learning process and contribute to class discussion. Class Participation (20%) The course relies on active involvement of participants because they can bring their experiences with associations and their perceptions of the management challenges facing various organizations. In a course of this nature students not only learn from the professor and course material, they also learn from each other by being exposed to a wide variety of different nonprofits and their challenges. For this reason, there is a class participation mark for the course.

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Assignment 1: Benchmarking Non Profit and Implications for Leadership (20%)

The purpose of this assignment is to get participants thinking of the key requirements for an effective association and non profit and to apply a performance framework to an organization. Non Profit and Association participants.

(i)Non Profit and Association Participants. If you are working in a non profit or association or have worked with one of these organizations in the past or even have access to reviewing a non profit, assess an association or non profit using the benchmarking framework developed by the professor and published by CSAE. Value 20%. Also participants can modify the framework if it can better fit the performance requirements of the organization. (See further explanation of this assignment for the session on Day2)

(ii)MPA students. If you are working in government or have no experience with a non profit organization, there are a few options. If you have a friend or acquaintance who is working in a non profit or association, contact that and discuss the elements of the benchmarking framework with them. Second, governments deal constantly with various nonprofits and associations; you could contact a staff person in one of these organizations and work through the benchmarking criteria. Finally, government participants can also adapt the framework to their situation or modify it to fit their circumstances.

Note: The assignment under either option should be a three page assessment ( single spaced) of an organization) using the benchmarking framework for associations.. The assignment should include a ranking of the organization either by including assessment numbers in the text or using the chart in the Association Benchmarking book. In addition, at the end it is important to note what this assessment means for leadership challenges and to include any concepts used in the assessment drawn from the main text of Leading Associations. In previous years a good percentage of students completed this assignment before the course began using their own organization as an example.

Assignment 2: Case Analysis: Choose One of the Three Cases in the Course for Assignment

(20%) or Class Presentation on Developing Agenda and Building a Network in a Role.

A critical part of the learning process for a management course is the application of the concepts, framework and key insights to particular situations. This is the reason that four cases are included in the course, all of which are linked to specific chapters of the book. These cases have been developed specifically for this one week course. They are very focused so that students should be able to read them inside of half an hour.

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The case analysis requirement is only for a two to three page case analysis (single spaced) focused on the role and agenda of senior executives. Participants can complete any of the cases These case analyses will be due before the class starts that deal with the case. They should be sent electronically to the professor’s email ( richard @rpatonconsulting.com) and in MS Word BEFORE the class begins. Each case will have specific questions that participants can address which reinforce the key concepts and lessons of the course.

The cases will provide a focus for class discussion and the application of the insights of the book to nonprofits.

In lieu of a case, 2-3 participants can volunteer to do a presentation as part of Session 8 on developing an agenda and building a network. This presentation of 20 minutes or so should include: Role and Organization; Challenges for Manager. Staff person, Developing an Agenda ( or Not); Building Network; Challenges with agenda and network; Lessons learned. ( Volunteers should be identified by the end of session 3). For that assignment a short summary of the presentation should be submitted during the week or after the course.

Assignment 3: Final Assignment (40%) Due Aug. 8 or before( so marks can be submitted for summer session).

The final assignment is structured so students can complete a significant part of the course requirements after the formal course is concluded. This approach also encourages participants to reflect on the course and apply the framework and key concepts and insights to organizations and leadership situations. The quality of the final assignments in the past three years was remarkable. By providing six+ weeks to complete the assignment after the course, participants did a superb job of applying the lessons of their course to their organizations or other organizations. If there was a weakness in these papers it was in applying the key concepts of the course to the assessment of the organization. The use of the course framework and concepts are critical for applying the insights of the course in the future. For this reason, this aspect of the course will receive special emphasis in 2020

The prime requirement of the assignment is for participants to reflect on what they learned and apply it to an organization, manager or even an issue using the framework and concepts of the course. It is very important to apply the concepts to assess a situation or management challenges. This is where the real learning takes place. There is lots of flexibility in the form of this assignment, the focus is on the result which is an integration of the course lessons to a real management situation. A case write up would be definitely acceptable with a teaching note. Several participants have done cases in the past. Since there are so few useful cases for non profit management they could also form part of the course readings for the future.

There are two main options for a final assignment and a third option for participants who do not have a background in nonprofits or associations.

Assessing an Association or Non Profit and Leadership Requirements One option is to do a more thorough assessment, than the initial assignment, of an association. nonprofit or

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government organization based on the factors that are critical to effective associations and nonprofits. The focus of this paper is to use the key concepts of the course and the readings and class discussions to assess the leadership challenges and potential strategies for an association leader based on this assessment.

The framework for this assignment will be based on the publication by the professor What Makes and Effective Association: Benchmarking for Performance. This includes 9 factors plus an X factor that can be used to assess the quality of an association or nonprofit. If participants identify other factors that are more significant to their organizations they can substitute them for some of these factors. Once course participants have assessed an association they would address the key question:

Question: Given the performance of the organization in these nine areas and the X factor, what are the challenges the association leader faces and what is a potential agenda and strategies that the manager should consider to lead the organization

During the course, participants will be encouraged to continuously review their organization in the context of the experiences of other associations or benchmarks that are established relating to best practices. This is the equivalent of the final exam or assignment. (Timing to be determined). If students want to develop a case based on these benchmarking criteria (has to be made fictional) for future use in the course that is also an option.

(ii) Assessing Participants Development Needs for Management Roles. The second option in this category is to apply the lessons of the course and the four main areas identified in the paper for session 10 (i.e. where university courses can help for management development) to yourself and your experience. along with the second paper by Paton summarizing leading management authors and assess your development needs to be a first time manager or advance as a manager in the future.

(iii)Study of an Association or Non profit Executive or Leader

A third option for an assignment is a study of a senior executive of a non profit organization or association (President, VP or Director) using some guidelines which can be provided by the professor. Given the short duration of the course, it will probably not be possible to do interviews with association leaders during the course. However, if students are able to review some of the course material before the beginning of the course and do some advanced work (with any guidance needed by the professor) this assignment can be completed after the formal course. This would be the equivalent of the final assignment or exam. (Timing to be determined.) Students who would like to develop a case focused on a non profit or association executive or manager using the lessons of the course can also discuss this option with the professor.

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Overall Requirements for Both Assignments

The assignments should be approximately 10 pages single spaced with a maximum of two pages for an appendix which outlines the key concepts used, how the basic framework of the course was applied, or any background information that is relevant. References only need to be provided by noting the book source - not a detailed footnote or bibliography. (Paton, Politics of Management, p.5.) The organization or manager should not be identified and fictional names should be used. These assignments will be graded based on the demonstration of the participant’s understanding of the key lessons and concepts of the course and their application to a particular association and manager.

The key assessment criteria for this assignment is the application of the concepts and lessons of the course to a real situation and the understanding of the leadership challenges involved for the organization. In addition participants should review the two papers listed in the course outline and as part of session 9 by the professor and determine if the insights in these papers assist to enrich the final assignment. The two papers are: Universities and Management Development; and Summary of Leading Mangement Authors by Richard Paton. These two papers require time to read and absorb and for that reason they were only touched on in the course. These papers were added at the request of some students to provide a basis for further learning after the formal course sessions.

These assignments will also provide an important source of information for future cases and to broaden the course to include a variety of non profit organizations.

Note: All final assignments should be done in MS word and sent by email to Richard@rpatonconsulting.com at the latest by August 3,2016.

Summary of Schedule for Case Assignments and Final Assignment

Mandatory Assignment 1: Session 4: Benchmarking association, non profit or government organization. ( Due for Session 4)

To get maximum benefit from this class it is useful if participants complete this assignment before the class begins and forward to the professor. This requires students to get the textbook on benchmarking as soon as possible. However given the short class time available before the assignment, students can also send in this assignment a week after the class. In the past many students completed this assignment before the course started using their own organization as a example. It is essential to read through the benchmarking categories and consider how they would apply to an organization in order to

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participate in the discussion. For the three cases in the course however, the assignment has to be handed in before the case is discussed.

Complete 1 of three cases ( RPA, SSC or Food Bank) or personal case for assignment. These cases are due before the class starts and are submitted to the professor's email richard@rpatonconsulting.com.

Session 5: Case Assignment 1 Resource Products Association, Case assessment Due session 5 before 8:30 AM

Session 6 Case Assignment 2: Sustainable Solutions Canada. Due session 6 .(1:30 PM.)

Session 7: Case Assignment 3: The Food Bank, Case Assignment due Session 7 (8:30 AM) Due before Session 7.

Session 8: PM . Personal Experience Case Option: To enrich the class discussion and draw from the variety of experiences of participants, another option is available instead of a case. This option has been used for the past two years and has resulted in excellent insights from the class into the challenges of leading a variety of non profits and associations. Normally, we aim for two to three presentations covering different kinds of organizations. Participants should discuss their interest in this option by Session 4 because it affects the planning for Session 8.

Participants can choose to do a presentation on a management or leadership challenge based on their experience or a major management issue where they can obtain advice from the class. This is equivalent to a case analysis if students choose that option. This will require a presentation to class with a discussion plus a two -three page summary which can be handed in after the class or within a week after the class.

The presentation and two page summary ( submitted later)should draw on the framework and insights of the course and readings and include a one page attachment on key concepts/ readings used.

Mandatory Final Assignment : Due August 8,2020 so the professor can send in the marks)

e Sessions

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Day 1 ( Monday)8:30 AM - 1:30

Session 1: Overview : Challenges of Leading Associations and Non Profits, and Course Requirements

The first session is an introduction to the course, the approach and requirements. In addition participants will be asked to introduce themselves and indicate their learning interests related to the course.

To successfully provide a course on the roles of managers in leading and managing associations and nonprofits, it is necessary to first establish a fundamental understanding of the challenges of managing organizations and some of the key concepts and strategies that can assist managers to be effective in their jobs. The first day of the course will be devoted to establishing this foundation based largely on one of the text books by the professor.

Key Concepts - Alignment, Choices, Power Gap, Agenda Setting, Building a Network, Implementing an Agenda Through a Network.

Readings R. Paton, The Politics of Management: Thinking Like a Manager. Section 1, pp.1-42 Participants who are in Ottawa can purchase the book from the bookstore. Since this reading is important early in the course and participants are from across the country, this Section is available electronically by going to the professor's web site rpatonconsulting.com. Under the books section this book is listed and the sections of the book can be accessed by clinking on the Politics of Management book.

For the first session, the introductory session and the pages summarizing Linda Hill’s work on first time managers are very important to introduce participants to the challenges of management.

Day 1 ( Monday) -_130-4:30 POM

Session 2:

Framework and Concepts for Developing Management and Leadership Strategies

This session will focus on the framework that the professor utilizes for discussing management challenges and choices. Each element of the framework will be explored drawing from examples from students in the course.

The first half of the session will discuss the framework (p. 45 Politics of Management book) and reinforce the key concepts. In the second part of this session, the professor will draw from examples in the class to explore the application of the framework to specific associations.

( Note to class: A speaker who has gone through a transition to an executive director role or association president is usually invited to this class. This will depend on availability. At the time this course outline was completed, a former professional development student of this

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class, Jennifer Crawford, former Executive Director of Anglican Social Services Centre 454 in Ottawa and now ED of OutCare Foundation ( two transitions) will join the class and talk about her transitions.

Readings. R. Paton, The Politics of Management, Sections 2 and 3, (pp. 43-89) and Appendix A. This reading is available electronically by going to the web site of the professor rpatonconsulting.com . Scroll down to the section titled publications. Click on the reference to Politics of Management book and you will have the reading..

Key Dimensions of the Framework: Management in relation to External and Task Environment: Managing Relations with Superiors; Managing work with Subordinates; Managing Interface with Clients; Managing Relations and Dependence on Other Groups.

Note: Request for 3-4 volunteers to present their benchmarking assessment of non profits, associations or government organizations for Session 3

Two volunteers from non profit to reflect on lessons from Oppelt chapters 2.3.

Day 2 (Tuesday) 8:30-11:30 AM

Session 3 Transition of Presidents to Association Leaders: The Role of President or Senior Executives

Leadership by the permanent staff of associations is critical to effective associations and nonprofits. Association and non profit leaders are usually CEOs and are expected to provide considerable leadership to their associations. This leadership usually requires vision, strategy, and ability to work with a wide range of stakeholders which impact on the association.

This session will start by reviewing Chapter 2 regarding the stages that a president goes through in managing the transition to the head of an association or non profit. Participants will be asked to identify examples of where they have witnessed a transition and how the president approached it.

This session will also be focused on the role and expectations of a President & CEO or executive director of an association or non profit, the leadership challenges that they face and how to work with boards, members, staff and governments in changing an association. To assist in this discussion, the class will focus on the key framework that will be used for the course which includes relationships with board, staff, stakeholders and members.

Readings

R. Paton, Leading Business Associations: Making Successful Transitions (2015) Chapter 2, 4.

Jack Shand, “The Characteristics of Association Executive Leadership”, Association, (April-May

2006). The reading is available in PDF format by googling Jack Shand and association leadership.

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Joanne Oppelt, Moving Up to Executive Director, Chapters 2&3, Pp.17-38.

Day 2 ( Tuesday) - 1:00-4:30 PM

Session 4 Characteristics of Effective Associations and Non Profits: Implications for Senior Executives

Based on the publication on benchmarking associations this class will review the 9 characteristics of effective association, plus an X factor, and their implications for association and non profit leadership. Since all class participants will complete assignment 1, this will provide a rich variety of insights by class participants on various associations and nonprofits. This class is vital to helping the class learn from each other and to experience the tremendous variety of challenges facing non profits and other organizations. Several participants will be asked to present their findings for the class and take questions. The professor will ask for volunteers at the end of session 2 so that participants will be prepared to present their assessment of organizations. Normally, about four organizations are ideal: two non profit, one association and one government.

Assignment 1 (due before class on Day 2 by email to the professor). Due to the condensed time frame for this course, it is necessary to provide an opportunity for participants to do some work on assignments before the course begins. This will also enable participants to apply the insights of the course to their work situations. Participants will be asked to assess their own associations or nonprofits or other organizations using the chart at the end of the reading for this class, and indicate which areas they are strongest and which areas need improvement. If participants do not have an association or non profit to work with they can contact the professor who will provide them with an option.

Assignment Requirements. Using the framework of the chart provided at the end of the reading on benchmarking associations and non profits, provide a one paragraph assessment of each of the nine factors plus the X factor and then a summary paragraph on the leadership challenges that result from this assessment. This report should be a maximum of three pages single spaced. Value: 20%. See section on assignments for alternative assignments for those not working in nonprofits or associations or who do not have easy access to reviewing such organizations. Each organizational assessment should include a short section on the leadership implications for the ratings in the various categories. Given this assessment, what can and should a leader do to improve the performance of this organization.

Participants in the class should not identify the name of the organization in their assessment. It is recognized that students may not be able to assess all the factors at this time; however, just the exercise of thinking about the entire organization and its leadership requirements is important.

By understanding the fundamental requirements of managing and leading organizations, (Day 1) the role of senior executive (Day 2 AM) and then the requirements for an effective association (Day 2 PM), the course will create the essential groundwork for the remaining sessions which

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deal with how senior executives can deal with the challenges of leading associations and nonprofits.

This assignment will provide a basis for class discussion on the challenges senior association executives face in achieving high performance in these areas. Participants will also be asked to refer to the role of association leaders discussed in session 3 and determine where the major challenges or gaps are in achieving these functions for the association or non profit that they are reviewing.

In the past two years, participants with government experience used the benchmarking framework for associations without difficulty. Participants from government should also feel free to modify the framework for these organizations.

Readings R. Paton, What Makes an Effective Association: Benchmarking Associations for Performance (published by CSAE, spring 2015).

"Talent Map, Executive Report: Chemistry Industry Association of Canada, 2019. "( great example of quality organizational surveys and what makes a high performing and highly engaged organization)

Day 3 ( Wednesday) 8:30-11:30 AM

Session 5: Assessing the Non profit Environment and Implications for an Agenda for Association Presidents

Associations and nonprofits work within a very complex environment involving governments, communities, media and various stakeholders. Effective organizations have a very good understanding of their environment and how to maximize their policy objectives within that environment.

To be effective, associations/nonprofits must constantly be aware of changes in political and public trends and be able to respond to these changes with strategic directions. Many associations have processes for strategic planning with varying degrees of involvement of their board and members.

The session will be focused on assisting participants to assess the environment of an association and the implications for a president or senior staff for leading the association.

The first half of the session will focus on Chapter 7 of the text using examples from participants in the class.

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The second half of the session will use a case to further explore how to assess the environment of an association and an example of the role that a president and senior executives of the association can play in setting strategic directions.

The case is largely aimed to provide a focus for applying the framework and key concepts of the course to assessing the environment of associations and non profits. Since there are typically a wide variety of organizations involved in the course, participants will be asked to share their experiences with large changes in the organizational environment and the impact on the organization and management.

Readings R. Paton, Leading Business Associations: Making Successful Transitions, Chapter 6.R. Paton, “The Resource Products Association (RPA): Challenges and Opportunities in the Environment. updated Dec.2016.

Note: Case analysis should be submitted before the class begins and the case is discussed.

Case Questions

Prepare a three - page ( single spaced) briefing note : From Allison Lawrence to the Chairman of the Board outlining:

1.What initiatives Allison will propose to the board at the upcoming meeting and why?

2.What steps Allison and the Chair should take leading up to the board meeting or in designing the board agenda to enable the proposals to be accepted by all board members.

Include a one page attachment of what concepts or readings your used to assess the case and develop the proposals.

Day 3 ( Wednesday) 1:30-4:30 PM

Session 6 Assessing the Organization and Staff: Implications for a President’s Agenda (Revised)

This session deals with the role of the president and association/non profit leaders in managing the staff and other key functions of the organization while at the same time working with the chairman and board. It focuses on the initial assessment of the organization by an incoming President and then also reviews the challenges that face Presidents in the longer term over the average tenure of 7 years.

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One of the three key areas for an incoming president to review is the organization and staff. A president must ensure the staff are aligned with the priorities established by the board and have the capacity to deliver what the board and members expect.

In most associations/nonprofits, the major challenge of an executive director, president or vice presidents is to ensure that the non profit has the right staff with the right skills and the right resources focused on the right direction. Given that the environment and priorities of nonprofits are usually changing, it is very important that an association leader can make the adjustments required in the organization to achieve the directions that are of value to the membership.

Participants should also review their own organizational experiences and reflect on the challenges of managing staff or aligning staff with the role and strategic directions of the association/non profit and the agenda of a president.

Readings R. Paton, Leading Business Associations; Making Successful Transitions, Chapter 6 and Chapter 10 (section 10.4).

J. Oppelt, Moving Up to Executive Director, Chapter 8, Working with Staff and Volunteers.

Note: Participant will be asked to volunteer to summarize Chapter 8 of Opplet and reflect on their own experience regarding staff and volunteers.

Case: Sustainable Solutions Canada: Organizational and Staff Challenges in Strategic Direction ( R. Paton March 2016) This case is for group discussion not individual assignments.

This session will start with a one hour introductory discussion based on Chapters 6 and 10 of the Leading Associations textbook. The class will then be broken into four groups to discuss the case on Sustainable Solutions Canada. It is essential to read and think about this case before the class in order to fully participate in the group discussions.

The class will be divided into four groups. Each will be given a question and then report to class.

Participants who choose to complete this case for grading purposes should hand it in before the class begins by 1:30.

Four Questions for Case Discussion and Presentations by break out groups)

1. How could SSA deteriorate so quickly? What leadership mistakes did Jane make leading up to

her leave of absence and with the nomination of Max as acting President during her three

months absence? Could she have foreseen the problems that developed with SSA and improved

the changes that the organization would retain its focus on the core mission and operate

effectively as a team in her absence?

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2. When Jane returns, what does she have to do and in what time frame, to rebuild her

credibility with SSA staff and the Board as leader of SSA and reconcile the actions Ma has taken

with the mission and role of SSA approved by the Board? How does she deal with the journalist

seeking an interview?

3. Drawing from the " Difficult Conversations" attachment, how should Jane approach the very

difficult conversation with Max in order to fully understand how this dysfunctional situation

emerged and what to do about it? What are some options and next steps for dealing with Max

and his team? What is your recommendation for Jane on Max's future with SSA, his role in the

strategic planning process and the role or future of the advocacy group?

4. How should Jane prepare SSA ( staff and board) for the strategic planning process? What are

some of the main issues that will need to be addressed that deal with the mission of SSA and its

relationship with governments, business and environmental groups as well as the donors to SSA?

Is there anything Jane will need to do with the donors to ensure the upcoming Gala ( in a month)

is a success?

Additional Question for Case Analysis. For Case Analysis Complete All Three Questions.

If completing a case analysis, explain how the following concepts help in the analysis of this

case: environment, alignment, power gap, dependency relationships, value proposition and any

thoughts on the management style of Jane. Participants can also draw from various readings for

the attachment.

Day 4 ( Thursday )8:30-11:30 AM

Session 7: Managing the Interface with the Chairman and Board as well as the Organization and Staff: Implications for an Agenda

All associations and non profits have boards. If staff does not work with their board and key committees effectively, they are in trouble. The problems will show up either in loss of membership or involvement, budget issues, or problems making policy or strategic decisions. Without strong rapport between a president and the chairman/board, the tenure of the president will be limited.

The first half of the session will engage participants in a discussion on the findings in Chapters 5 and 9 of the text book on Leading Business Associations. Participants will be expected to reflect on their experiences in associations and nonprofits and be prepared to discuss these in class (without attribution to the organization). The research on associations and nonprofits indicates that the president / board / chairman relationship is the largest source of problems for association executives and results in the most departures.

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How can association/non-profit executives ensure that the overall governance of the association works effectively – especially their relationship with their chairman and board? How do they build a common agenda and priorities with their chairman, executive committee and board?

The second half of the session will be a case outlining the challenges in a particular association or non profit. Students will be expected to read the case before the class and be ready to discuss the choices for the president of the association. Note: If students chose this case to do as a case analysis it should be handed in before this class.

add in case questions and note attachment

Readings

R. Paton, Leading Business Associations: Making Successful Transitions. Chapter 7, 9 and Section 10.1 of Chapter 10.

Sidney Abrams, “The Board’s Role in Human Resource Management.” Managing Director HR Consulting Services, Board Source 2014. (Google Sidney Abrams and Board role in Human Resource Mgt - PDF file))

J. Oppelt, Moving Up to Executive Director, Chapter 4, Working with the Board. pp 39-48. Chapter Nine: Working with the Community. pp.97-104.

Note: To take advantage of the reading by Opplet related to working with boards, a participant will hopefully volunteer to summarize Chapter 4 of Opplet and share any experiences they have had relating to board staff relations.

Case: R. Paton, “ The Food Bank: Challenges of Change for a Non Profit Executive Director.

Note: Case should be handed in before the class begins and sent by e-mail. Add in three questions and add an attachment on use of key concepts for the course. drop questions from the case itself.

Day 4 -(Thursday) 1:00-4:30 PM Session 8: Setting an Agenda and Building a Network

This session brings together the three main contributors to an agenda: board; environment and staff and discusses how presidents and senior executives of associations/nonprofits develop agendas and build a network to achieve that agenda.

The main source material for this session will be Chapter 8 of the text book Leading Business Associations: Making Successful Transitions.

The first half of the session will discuss the requirements for developing and implementing a successful agenda and the challenges that can undermine success.

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This class aims to build on the experience of the class which is usually very considerable. The class depends on the participation of 2-3 students who will be asked to share their experiences in setting an agenda and building a network related to non profit, association or government organization. The class will begin with an overview of Chapter 8 of the Leading Associations text and a brief discussion. This will be followed by one presentation and then after the break one or two more participant presentations.. This approach was very successful in the 2017 course and provided a rich source of insights for participants.

The presentations will be viewed as the equivalent of a case for those doing the presentation. A mark will be provided if the participant chooses this option. For marking purposes participants doing a presentation should provide a two page summary of their presentation focusing on how they set an agenda and built a network to achieve it and any concepts from the course that they found useful in reflecting on their experience

The participant can also just choose to do this without a grade and instead use the one of the other case analyses for grading purposes. They may also use the assignment as the beginning of their final paper and use the class for comments and insights. Day 5: (Friday )8:30-11:30 AM

Session 9: Requirements for Leadership Development: Style, Skills and Learning Approaches

A major challenge for association/non profit leaders is to determine what approach to leadership is most effective in a given association. This requires an ability to understand the culture and expectations of the board and staff in the non profit organization. It also requires these leaders to be able to assess their own leadership style and its impact on others. This is one of the most common areas where association leaders experience problems and lose their jobs.

The session will explore various operating styles of association leaders and assist participants to assess which leadership styles are potentially the most effective in various situations.

The professor will introduce some concepts based on Section 3 of the Politics of Management and the book by Oppelt as well as some description of various types of tests ( Myers Briggs and DISC. Ennegram) that are used to help understand differences in style and teams.

Participants will be asked to share their perceptions of their own style tendencies as well as some examples of the differences of leadership style that they have experienced and their effectiveness. Participants who have done other types of personality or leadership tests will be encouraged to share them.

Readings R. Paton, The Politics of Management: Thinking Like a Manager, Section 3 on Operating Style. This reading can be accessed by going to rpatonconsulting.com. Under Publications and The Politics of Management, the relevant section on Operating Style is listed.

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R. Paton, Leading Business Associations: Making Successful Transitions, Chapter 10. Managing for the Long Term.

J. Oppelt, Moving Up to Executive Director, Chapter 11 /12 Personal Development and Work Life Balance.

Note: Professor will request a volunteer from class to summarize Chapters 11 and 12 of Opplet and share any insights related to their own experience..

In this class we will talk about various personality types using the Myers -Briggs categorization or systems of assessing personality and management style that are available. If participants want to do the test go to Google and type free Myers Briggs Personality test. You can fill it out in ten minutes and get results. This is just one of many tests that help to understand your tendencies and to inclinations of managers or staff, add two other tests available on internet and have student review use power point.

Two options for other personality tests. DISC free test. Go to Google and search for free test and fill out questions and get your profile. DISC has a matrix of four categories Dominance, Influence, Steadiness, or Compliance.

Second Half of Session

The second half will involve a guest speaker who has had extensive experience as a non profit or association leader or who is involved in executive recruiting for non profits and associations.

Day 5 ( Friday) 1:00-3:30 PM

Session 10: Overview and Feedback

This last session usually ends around 3:30 without a break to accommodate travel for out of town students.

'This first hour and fifteen of this session will focus on how students can develop themselves if they are aiming to be managers or to become managers in more senior positions. The session will include the issues involved with leadership style and the challenges for developing executives of non profits and associations.

Reading: " How University Management Courses Can Help Prepare Students for Management in the Public and Non Profit Sectors". Richard Paton March 30, 2019.

This paper has been developed recently to summarize several major management authors and outline some of the major areas where university courses such as this one can help students develop their management talents.

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The first three sections of this paper are intended largely for reading after the course and continuous learning or for reference material for the final paper. The fourth section of the paper has four main areas where students can utilize the course to develop their management abilities.

Other Readings

Question: After reviewing the reading by R. Paton: "How University Courses Can Help Develop Managers in the Public and Non Profit Sectors" - assess yourself against the four areas identified and think about what you need to do to develop in these four areas and what opportunities are there to develop management potential in the future.

Be prepared to discuss these four areas in relation to management development.

2:15-3:30 Summary of the Course and Feedback

This second hour of the session will involve feedback by each participant on what they learned in this course that is relevant and useful to their jobs or role in a non profit. This session enables all participants to learn from each other and can be a rich source of insights. The feedback from the three previous courses has been very important to fine tuning the course for the needs of participants.

The Professor will seek feedback on: overall relevance of course to management development; readings; cases; class discussion; usefulness of presentations by participants; discussion and class engagement or any other aspects of the course that participants want to mention.

Professional development students, receive a certificate for participation in the course. Usually

this is done at the end of this class or, only if necessary, sent by mail.

Further Reading and Development

At the request of previous students, the professor has developed a document for this class summarizing

leading authors on management for continuous learning after the course or as a reference for the final

papers. These are some of the additional authors that are very relevant to developing an effective

management style and identity and for self- development.

The paper is titled. " Summary of Leading Management Authors" Insights into What Makes Good

Management and Leadership. R. Paton March 30,2019. This paper may also be useful for the

development of the final papers.

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University Policies

Academic Integrity Please be aware that all work submitted as a requirements of PADM 5xxx must be both your own work and original to this course. Academic offences are serious infractions and will not be tolerated. Students should consult Section 14 of the Faculty of Graduate Studies Calendar, General Regulations concerning academic integrity and instructional offences. Academic Accommodation You may need special arrangements to meet your academic obligations during the term. For an

accommodation request the processes are as follows.

Pregnancy obligation: write to the instructor with any requests for academic accommodation during the first two weeks of class, or as soon as possible after the need for accommodation is known to exist. For more details visit the Equity Services website: http://www2.carleton.ca/equity/

Religious obligation: write to the instructor with any requests for academic accommodation during the first two weeks of class, or as soon as possible after the need for accommodation is known to exist. For more details visit the Equity Services website: http://www2.carleton.ca/equity/

Academic Accommodations for Students with Disabilities: The Paul Menton Centre for Students with Disabilities (PMC) provides services to students with Learning Disabilities (LD), psychiatric/mental health disabilities, Attention Deficit Hyperactivity Disorder, Autism Spectrum Disorders, chronic medical conditions, and impairments in mobility, hearing, and vision. If you have a disability requiring academic accommodations in this course, please contact PMC at 613-520-6608 or pmc@carleton.ca for a formal evaluation. If you are already registered with the PMC, contact your PMC coordinator to send the instructor your Letter of Accommodation at the beginning of the term, and no later than two weeks before the first in-class scheduled test or exam requiring accommodation. After requesting accommodation from PMC, meet with the instructor to ensure accommodation arrangements are made.

Intellectual Property

Classroom teaching and learning activities, including lectures, discussions, presentations, etc. –

by both instructors and students – are copy protected and remain the intellectual property of

their respective author(s). All course materials, including PowerPoint presentations, outlines, and

other materials, are also protected by copyright and remain the intellectual property of their

respective author(s).

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Students registered in the course may take notes and make copies of course materials for their

own educational use only. Students are not permitted to reproduce or distribute lecture notes

and course materials publicly for commercial or non-commercial purposes without express

written consent from the copyright holder(s).

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