Taking Your Organization's Pulse

Agdex#:	057
Publication Date:	01/94
Order#:	94-005
Last Reviewed:	11/97
History:	January 1994
Written by:	Rob Black - OMAF

Table of Contents

1. Introduction
2. Organizational Purpose
3. Planning
4. Implementing
5. Evaluation
6. Managing Relationships
7. Motivation
8. Providing Resources
9. Developing Competency
10. References  

Introduction

Like healthy people, healthy organizations feel better and get more done. When an organization functions poorly, check for signs of trouble by taking your organization's pulse.

Volunteers carry out eight basic organizational processes to keep an organization fit. Whether they occur in formal or informal ways, the quality of the organization's lifestyle depends on how these processes are managed. When an organization becomes unfit, it may be due to lack of attention to any of these eight basic processes.

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Organizational Purpose

Every organization exists for a purpose, but over time this purpose may become lost or irrelevant. The organization and its members also have needs. Organizations quickly deteriorate when they fail to meet a relevant purpose, or overlook the needs of both members and the community. A healthy organization periodically asks the following questions:

• Are we still relevant?
• Do our members, clients, and community people still need us in the way that they used to?
• Are we gathering information from members, clients and the community about their needs, wants and preferences?

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Planning

Once the needs of an organization are identified, a thorough and complete plan should be developed. Long range strategic planning and short term planning are necessary to keep the organization on track. Plans must state what objectives are to be achieved, how the outcomes will be reached, what tasks are to be done, who will do them, and when they will be done. The healthy organization asks the following questions of itself, and responds with "yes."

• Are our purposes and priorities clear?
• Do we plan how we will conduct our meetings?
• Do our plans set out clear and measurable objectives?
• Do our plans identify tasks to be done and are they realistic?

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Implementing

Plans have been made. Are they carried out? Do committees and individuals complete the required tasks? Are the various committees' efforts co-ordinated effectively - with a sharing of information? Are volunteers aware of each other's work toward the same or similar goals. The healthy organization can answer "yes" to the following questions.

• Do people follow through on their commitments and tasks?
• Are appropriate people consulted before plans are changed?
• Does each member or committee know what each of the others is doing?
• Does the organization use its members' skills and contacts?

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Evaluation

Evaluation involves periodic reviews of the organization - its goals, purposes, structure, finances, committees and activities. With the benefit of hindsight, and with a view to learning from the past, the plans, work achievements and failures of groups can be analyzed. The healthy organization says yes to the following types of questions.

• Once a year, does each committee review and analyze what it did over the past 12 months?
• Do members periodically assess the strengths and weaknesses of their work relationships?
• Do members take adequate time to evaluate what they are doing and how?
• Is the true financial picture of the organization presented to all members? Are the financial records audited on a regular basis?

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Managing Relationships

The quality of an organization depends on its volunteer members. An organization that highly values its member's input while placing emphasis on problem solving and conflict resolution is healthy. Conflict is inevitable but can be dealt with in a respectful and productive way. A healthy organization can say "yes" to the following questions.

• Are people accessible to each other?
• Do members say what they think and feel in a way that helps solve problems?
• Are members willing to voice differences?
• Do members talk about their differences and genuinely try to understand each other?
• Do members make an effort to bring together those who are at odds?

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Motivation

Organizations have specific needs. Often, these needs are met by proper motivation of members. The process of motivating is something that happens continually in all facets of organizations. The organization that does well in motivating volunteers can answer in the affirmative the following questions.

• Do we try to accommodate members' preferences for different types of work?
• Do we let members know they are valued?
• Do we involve members in decisions that will affect them?

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Providing Resources

A healthy organization makes many resources available to its members. These resources include anything that may help members accomplish their goals. Resources range from orientation material, job descriptions, records and minutes to information on running an effective meeting, speaking to the public or designing a dynamic exhibit. The healthy organization provides these back-up resources and is able to answer "yes" to the following questions.

• Is a new member adequately oriented to the organization?
• Does the organization have up-to-date volunteer job descriptions for all positions?
• Do we have printed materials for hand out to all interested individuals?
• Are resources updated frequently?

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Developing Competency

Healthy organizations spend time preparing members to accomplish their goals and objectives. New people need to be acquainted with the organization and its purposes, while long-standing members may need to be re-acquainted or informed about changes in the organization. The learning process never ends. All members are given the chance to develop personally through their involvement in the organization. The healthy organization answers "yes" to the following questions.

• Do new members receive special training?
• Does the organization encourage all members to develop their skills?
• Does the organization provide a learning environment for its members?

These eight organizational processes depend on one another. They can be pictured like this:

1. Organizational Purpose
2. Planning
3. Implementing
4. Evaluating
5. Managing Relationships
6. Motivation
7. Providing Resources
8. Developing Competency

To see if your organization is healthy, complete the following checklist. Each of the questions pertains to one of the eight indicators of a healthy organization. Circle the number beside each question that best reflects the situation in your organization. Once complete, tabulate your scores by following the instructions.

Tabulating Your Scores

Add up the circled numbers from each category. Transfer the total scores to the appropriate spaces below. (The highest total score you could have in any one category is 25.)

Your organization is doing well if the overall total is between 140 and 200. A medium score of 100 to 139 suggests room for improvement. A low score of 0 to 99 strongly suggests the need for improvement within your organization.

Now take a closer look at each category. A high score of 18 to 25 shows everything is all right. A medium score of 12 to 17 indicates room for improvement. A low score of 0 to 11 means your organization definitely has work to do! For more information contact your local Ontario Ministry of Agriculture and Food office.

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References

Adapted from: Working With Volunteer Boards: How To Improve Their Effectiveness, Ministry of Citizenship and Culture, revised edition, 1984.

Operational Reviews, Path To Organizational Fitness, Ministry of Tourism and Recreation, 1989.

The Board Staff Workbook, Edmonton Social Planning Council, revised edition.

Volunteers: How To Find Them, How To Keep Them -An Action Book, The Vancouver Volunteer Centre, 2nd edition, 1990

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