Two years ago I received my MBA from UTSA. While in the MBA program, I
was involved with the MBA Association. In that capacity, I was very much
involved in spearheading a committee called the Outreach Committee. One
of the major questions that arose during that time is: How do you
encourage commitment from members of a volunteer organization when there
is no material commitment as you would find in a business organization,
i.e., financial gain and security?
How then, in terms of a learning organization, do we impart a spirit upon
our volunteer membership that will instill a desire and a willingness to
be involved.
At the present time I am now involved with a nonprofit organization that
is has a local chapter in San Antonio. I am an officer on the Board of
this local chapter and I am deeply committed to making this organization
one that embraces input and involvement by the general membership.
Historically, this Board has abdicated its strategic responsibility and
rather has taken upon itself the operational duties of the chapter. We
have had meetings where the Board has made operational decisions on issues
such as the size of a cake for its annual social event and deciding how
much money is to be spent on the event. Rather than assigning those
responsibilities to the individual coordinating the event. (This local
chapter is part of a national organization.)
When I came on board, our mailing list included approximately 60
constituents. I have now identified more than 600 constituents by getting
the alumni lists from our graduate business schools. As a result of that
effort, we have now increased the membership rolls of our chapter by
threefold. But, there is still the need to get that membership involved.
I have read with interest the commentary on learning organizations from
this group. However, I feel the need to redirect our efforts so that we
can get greater membership involvement.
My own personal efforts, have been to:
1. Increase membership (to try to build a base for operational
activities);
2. Create committees (to build the tactical base we need to move
forward);
3. To direct the Board toward strategic activities;
4. To create greater communications between the Board and the general
membership (to allow the membership know what we are doing and, in fact,
that the Board is engaging in some actions that are visionary in nature);
5. To create a strategic visioning committee to devise goal for our group
that will look forward one year (tactically) and five years
(strategically);
6. To build a structural foundation for our group that will be able to
survive transitions in leadership (in line with succession as embraced by
organizational development);
7. To aim toward developing surveys of past members, present members and
nonmembers (identifying desired benefits and displeasures with the present
organization).
I would appreciate any comments that would assist me in evaluating our
course of action and how to make things work within the confines of an
entirely volunteer organization.
I would also like to hear some comments about leadership and a volunteer
organization.
It seems to me that charismatic leaders work best in a volunteer
organization, unless of course (if I am right) there is a solid foundation
for the group that (as mentioned before) will be able to survive
transitions in leadership. In such an event, the charismatics would not
be needed, although certainly welcome. I am also interested in some
thoughts that relate to substitutes for leadership that Karl Weick
referenced in his neat little article "Substitutes for Strategy."
Thanks,
Alonzo
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