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The Latest in Club Management
Club management is not easy but here is one emerging idea that can make it a lot simpler.
Marvin Weisbord, international management expert and author of Productive Workplaces Revisited and Future Search - An Action Guide, offers a time line of evolutionary change in organisational management theory and practice over the last 100 years.
Every group (be it a club, business, industry, community or other group) he says, should try to become aware of where they are on that time line and the benefits of moving to the 2000+ end.
Club Management - The Evolution of Management
There are 2 aspects to this evolution.
1. From Glass Half Empty to Glass Half Full - In the first half of the 20th Century, the focus was on problem solving - looking at the negative things or glass half empty – the coach taking the team through videos to demonstrate the mistakes that caused a loss is a good example of this.
In the second half of the Century, the focus moved towards “Improving Whole Systems” – looking at future opportunities or the glass half full.
As an example of this, instead of the expert (coach) focusing on all the problems, the team would look for what they did well, despite the result, and focus on improving and building on what they did well. The same approach can be applied to any segment of a business, industry or other group. (There is an entire management approach that has been built up around this called ‘Appreciative Inquiry’ – inquiring into that which you appreciate.).
In your own club management, this would mean focusing on future opportunities more often.
2. From Experts to Everybody - From 1965 to 2000+, there was a move from the idea that ‘experts’ have the right answers to the idea that ‘everybody’ has the right answers. The former is reflected in ‘autocratic leadership’ where the ‘expert’ could be external consultants, academics or managers . The latter is reflected in club management that adopts ‘democratic leadership’ where it is understood that all relevant stakeholder groups have important information and knowledge to bring to bear in effecting change.
Every organisation (including every club) and every industry is at some point along this continuum.
Larry Greiner, a Professor at Harvard, in his famous paper Evolution and revolution as organizations grow paints a similar picture. He says that there are 5 phases and an appropriate 'club management action' for each phase.
Both experts recommend a management approach that is further to the 2000+ end of the continuum.
Club Management - What’s Your Position on the Continuum?
According to the experts, a club is more likely to be maximizing the chances of success if management is situated towards the 2000+ end. Some clubs, especially smaller ones, might not appreciate the need to change what is working quite well for them. Greiner and Weisbord agree, however, that the 2000+ end is well worth the effort no matter what size the business. As a business grows the 2000+ end becomes more and more important.
Positive responses to the following questions indicate a strength of commitment to the concept that ‘Everybody Improves the Whole System’.
- Is the staff enthusiastic and highly involved?
- Do many of them often do extra tasks without being asked?
- Is there significant teamwork and collaboration?
- Are you satisfied with your club’s performance?
- Is the overall morale in the club high?
- Was your last strategic plan developed with the involvement of a cross section of stakeholder groups in such a way that it generated energy and enthusiasm towards collaborative action?
- Does your staff take action consistent with the idea that they have responsibility (as opposed to holding back and waiting for direction from others)?
- Do staff members view their own personal development as critical?
- Are your staff members amenable to change?
- Is shared decision-making a common occurrence?
- Are your people aware of, and do they often discuss in favourable terms, your culture?
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