VESTA: education activities towards VESTA: education activities towards the strengthening of vulnerable the strengthening of vulnerable groups in Vietnam groups in Vietnam Hanoi 26/5/2009 – 30/5/2008Hanoi 26/5/2009 – 30/5/2008Stamatina PoulouStamatina Poulou

NGO Management NGO Management PlanPlan

INTRODUCTIONINTRODUCTION

The development of a comprehensive The development of a comprehensive non profit policynon profit policy

The growth in socially responsible The growth in socially responsible investment among banks, insurers, investment among banks, insurers, and e.t.cand e.t.c

THE 14 PRINCIPLES OF THE 14 PRINCIPLES OF MANAGEMENT (H. FAYOL)MANAGEMENT (H. FAYOL) The 14 principles of management The 14 principles of management

from Henri Fayol (1841-1925) are:from Henri Fayol (1841-1925) are: Division of WorkDivision of Work AuthorityAuthority DisciplineDiscipline Unity of commandUnity of command Unity of directionUnity of direction Subordination of individual interestSubordination of individual interest

THE 14 PRINCIPLES OF THE 14 PRINCIPLES OF MANAGEMENTMANAGEMENT

RemunerationRemuneration CentralizationCentralization Scalar chainScalar chain OrderOrder EquityEquity Stability of tenure of personnelStability of tenure of personnel InitiativeInitiative Esprit de corpsEsprit de corps

THE FOUR ELEMENTSTHE FOUR ELEMENTS

To organizeTo organize To commandTo command To coordinateTo coordinate To controlTo control

DEVELOPING HUMAN DEVELOPING HUMAN RESOURCE DEPARTMENTRESOURCE DEPARTMENT

The hierarchy of needs modelThe hierarchy of needs model

The expectance theory expectationsThe expectance theory expectations

Theory x & Theory YTheory x & Theory Y

THE HIERRARCHY OF THE HIERRARCHY OF NEEDS MODELNEEDS MODEL

Abraham Maslow (1908 -1970)Abraham Maslow (1908 -1970)

Maslow assumes that it is much Maslow assumes that it is much easier for a person who has easier for a person who has experienced need gratification in experienced need gratification in early childhood to manage early childhood to manage deprivation later in life and very deprivation later in life and very difficult for those who have not had difficult for those who have not had that experience. that experience.

SELF

ACTUALIZATION

SELF ESTEEM

BELONGING

SAFETY

PHYSIOLOGICAL NEEDS

THE HIERRARCHY OF THE HIERRARCHY OF NEEDS MODELNEEDS MODEL

The physiological needs. These The physiological needs. These include the needs in order to survive include the needs in order to survive like oxygen, water, food e.t.c. like oxygen, water, food e.t.c.

THE HIERRARCHY OF THE HIERRARCHY OF NEEDS MODELNEEDS MODEL

The safety and security needs. The safety and security needs. When the physiological needs are When the physiological needs are fulfilled the person become fulfilled the person become interested in finding safe interested in finding safe circumstances, stability, protection. circumstances, stability, protection.

THE HIERRARCHY OF THE HIERRARCHY OF NEEDS MODELNEEDS MODEL

The love and belonging needs. The love and belonging needs. When physiological needs and safety When physiological needs and safety needs fulfilled the person begin to needs fulfilled the person begin to feel the need for friends, feel the need for friends, affectionate relationships in general, affectionate relationships in general, even a sense of community. even a sense of community.

THE HIERRARCHY OF THE HIERRARCHY OF NEEDS MODELNEEDS MODEL

The esteem needs. The esteem needs. The lower one version is the need for The lower one version is the need for the respect of others, the need for the respect of others, the need for status, fame, glory, recognition, status, fame, glory, recognition, attention, reputation, appreciation, attention, reputation, appreciation, dignity, even dominance. The higher dignity, even dominance. The higher form involves the need for self-form involves the need for self-respect, including such feelings as respect, including such feelings as confidence, competence, achievement, confidence, competence, achievement, mastery, independence, and freedom. mastery, independence, and freedom.

THE EXPECTANCY THE EXPECTANCY THEORYTHEORY

Victor Vroom Victor Vroom

Description of expectancy theoryDescription of expectancy theory

Vroom’s theory assumes that behavior Vroom’s theory assumes that behavior is a result from conscious choices is a result from conscious choices

among alternatives. The purpose of among alternatives. The purpose of the choices is to maximize pleasure the choices is to maximize pleasure

and minimize pain.and minimize pain.

EXPECTANCY THEORYEXPECTANCY THEORY

EXPECTANCY THEORY

EFFORT PERFORMANCE OUTCOME

EXPECTANCY THEORYEXPECTANCY THEORY

This model deals with the direction This model deals with the direction aspect of motivation, that is, once aspect of motivation, that is, once behavior is energized, what behavior is energized, what behavioral alternatives are behavioral alternatives are individuals likely to pursue. individuals likely to pursue.

EXPECTANCY THEORYEXPECTANCY THEORY

The following are propositions of The following are propositions of Expectancy Theory: Expectancy Theory:

When deciding among behavioral When deciding among behavioral options, individuals select the option options, individuals select the option with the greatest motivation forces. with the greatest motivation forces.

EXPECTANCY THEORYEXPECTANCY THEORY

The motivational force for a The motivational force for a behavior, action, or task is a behavior, action, or task is a function of three distinct function of three distinct perceptions which are: perceptions which are:

EXPECTANCY THEORYEXPECTANCY THEORY

Expectancy- Expectancy- Probability: The Probability: The expectancy is the belief that one's expectancy is the belief that one's effort will result is attainment of effort will result is attainment of desired performance goals. desired performance goals.

EXPECTANCY THEORYEXPECTANCY THEORY

InstrumentalityInstrumentality- Probability : The - Probability : The instrumentality is the belief that if instrumentality is the belief that if one does meet performance one does meet performance expectations, he or she will receive a expectations, he or she will receive a greater reward. greater reward.

EXPECTANCY THEORYEXPECTANCY THEORY

It is important to note that when it is It is important to note that when it is perceived that valued rewards follow perceived that valued rewards follow all levels of performance, then all levels of performance, then instrumentality is low. instrumentality is low.

EXPECTANCY THEORYEXPECTANCY THEORY

Valance: The valance refers the Valance: The valance refers the value the individual personally value the individual personally places on the rewards. This is a places on the rewards. This is a function of his or her needs, goals, function of his or her needs, goals, values and Sources of Motivationvalues and Sources of Motivation

Theory Theory XX((Douglas mc Gregor)Douglas mc Gregor)

The average person prefers to be The average person prefers to be directed; to avoid responsibility; is directed; to avoid responsibility; is relatively en ambitious and wants relatively en ambitious and wants security above all else. security above all else.

theory x ('authoritarian theory x ('authoritarian management' style)management' style)

The average person dislikes work The average person dislikes work and will avoid it he/she can.and will avoid it he/she can.

Theory Theory XX((Douglas mc Gregor)Douglas mc Gregor)

Therefore most people must be Therefore most people must be forced with the threat of punishment forced with the threat of punishment to work towards organizational to work towards organizational objectives. objectives.

Theory YTheory Y

TTheory y ('participative management' heory y ('participative management' style)style)

Effort in work is as natural as work and Effort in work is as natural as work and play. play.

People will apply self-control and self-People will apply self-control and self-direction in the pursuit of organizational direction in the pursuit of organizational objectives, without external control or the objectives, without external control or the threat of punishment. threat of punishment.

Commitment to objectives is a function of Commitment to objectives is a function of rewards associated with their achievement. rewards associated with their achievement.

Theory YTheory Y

People usually accept and often seek People usually accept and often seek responsibility. responsibility.

The capacity to use a high degree of The capacity to use a high degree of imagination, ingenuity and creativity in imagination, ingenuity and creativity in solving organizational problems is widely, not solving organizational problems is widely, not narrowly, distributed in the population. narrowly, distributed in the population.

In industry the intellectual potential of the In industry the intellectual potential of the average person is only partly utilized. average person is only partly utilized.