OBA AKEN’ZUA SCOUT CAMP, OGBA BENIN CITY
Transcript of OBA AKEN’ZUA SCOUT CAMP, OGBA BENIN CITY
THE NATIONAL TRAINERS CONFERENCE OBA AKEN’ZUA SCOUT CAMP, OGBA BENIN CITY
17TH
– 19TH
OF JANUARY 2014
SCOUTING ADMINSTRATION & MANAGEMENT.
Outline:
- Scouting & Scouting Organization
- Variables of Organization.
- Scanning the Nigeria National Scout Organization on the
Administrative Variables
- Management of Scouting Programs – Level 1, 2 & 3
Management process,
- Leadership.
- Conclusions.
CONVOCATION:
Scouting an educational movement for young people, which has
the purpose of contributing to the development of young people
in achieving their full physical, intellectual, emotional, social and
spiritual potentials as individuals, as responsible citizens and as
members of their local, national and international communities?
The Vision for Scouting is: As a global Movement, making a real
contribution to creating a better world.
SCOUTS
Creating a Better World
National Headquarters: 1, Makoko Road, Yaba Lagos. P. O. Box 429 Yaba Lagos Abuja office: Flat 1, Block 1, Plot 1578 No 4, Auyo Close Area 1 (AOI) Garki Abuja
The Scout Association of Nigeria L'Association des Scouts du Nigeria La Asociación de Scouts de Nigeria A Associação dos Escoteiros de Nigéria جمعية كشافة نيجيريا
1. We see Scouting entering its second century as an influential,
value-based educational Movement focused on achieving its
mission, involving young people working together to develop
their full potential, supported by adults who are willing and
able to carry out their educational role.
2. We see Scouting world-wide as attracting and retaining more
and more young people (especially adolescents) of both
genders and coming from broader segments of society.
3. We see Scouting as attractive to adults, women and men, in all
cultures - a Movement through which they can make a
significant contribution to society by working with young
people.
4. We see Scouting as a dynamic, innovative Movement with
adequate resources, simple structures and democratic decision
making processes where organization, management and
communication are effective at all levels.
The mission of Scouting is to contribute to the education of
young people, through a value system based on the Scout
Promise and Law, to help build a better world where people are
self-fulfilled as individuals and play a constructive role in society.
This is achieved by:
1. involving them throughout their formative years in a non-
formal educational process.
2. using a specific method that makes each individual the
principal agent of his or her development as a self-reliant,
supportive, responsible and committed person
3. assisting them to establish a value system based upon
spiritual, social and personal principles as expressed in the
Promise and Law.
SCOUTING ORGANIZATION (ADMINISTRATION)
An organization (or organization) is a social entity that has a
collective goal and is linked to an external environment. The
word is derived from the Greek word organon, itself derived from
the better-known word ergon which means "organ" – a
compartment for a particular task.
An organizational structure activities such as task allocation,
coordination and supervision, which are directed towards the
achievement of organizational aims. It can also be considered as
the viewing glass or perspective through which individuals see
their organization and its environment.
An organization can be structured in many different ways,
depending on their objectives. The structure of an organization
will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of
responsibilities for different functions and processes to different
entities such as the branch, department, workgroup and
individual.
Organizational structure affects organizational action in two big
ways. First, it provides the foundation on which standard
operating procedures and routines rest. Second, it determines
which individuals get to participate in which decision-making
processes, and thus to what extent their views shape the
organization’s actions.
The administration includes the people who are either owners or
partners of the firm. They usually contribute to the firm’s capital
and earn profits or returns on their investment. The main
administrative function is handling the business aspects of the
firm, such as finance.
Other administrative functions usually include planning,
organizing, staffing, directing, controlling and budgeting.
Administration must integrate leadership and vision, to organize
the people and resources, in order to achieve common goals and
objectives for the organization.
Scouting Administration (organization) looks at focusing on the
Aims and Objectives of Scouting and thereby building synergies
around the Strategic Priorities of Scouting by looking at Scouting
Seven (7) “S” that form the cornerstone of any Administrative
Organization – Scouting inclusive.
The 7-S model is a useful way to look at the many interrelated
aspects of a complex organization and it's a great way to help you
understand your organization and leverage it to maximum
efficiency and profitability. It was developed by Tom Peters and
Robert Waterman while working at McKinsey & Company.
The basic premise of the model is that there are seven internal
aspects of an organization that need to be aligned if it is to be
successful. It is the seven key elements of an organization that
are critical to understand its effectiveness. These seven elements
are: Strategy, Structure, Systems, Shared Values, Style, Staff, and
Skills.
Strategy: Refers to the plan or route-map to maintain
competitive advantage. What is your plan for the future? How
do you intend to achieve the objectives?
Structure: Refers to the framework in which the activities of
the organization’s members are coordinated. A key function of
structure is to focus employees’ attention on what needs to get
done by defining the work they do and whom they should be
working with. How is the organizational structure designed right
now? How is the team divided? How do the various
departments coordinate activities? How do the team members
organize and align themselves?
Systems: Refers to the day-to-day processes and procedures.
Having effective systems helps reduce redundancy and
STRATEGY
(PLAN)
STRUCTURES
(SET UP/FRAMEWORK)
SYSTEM
(PROCESS & PROCEDURE)
SHARED VALUES
(GUIDING PRINCIPLES)
SKILL
(COMPETENCIES)
STAFF
(SYNERGIES)
STLYE
(LEADERSHIP APPROACH)
streamlines process. How do you gather business intelligence?
Do you have a unified database? Does the organization have the
systems it needs to run your department such as monitoring for
customer satisfaction?
Shared Values: (also known as Superordinate goals): Refers to
the guiding principles of the organization. These are the core
values of the company and your department. What are your core
and stated values? What do you measure and reward? Are they
the same thing? How can you make minor changes to bring them
in line with each other?
Style: Refers to the leadership approach and the organizations
overall operating approach. How would you describe your
department? How would your employees describe your
department? How would your competitors describe your
department? How would your customers describe your
department?
Staff: Refers to the staff levels and how people are hired,
developed, trained, socialized, integrated, and ultimately how
their careers are managed. Are you staffed to serve customers
adequately?
Skills: Refers to the distinctive competencies of people within
the organization. What skills have you been hiring for? What
skills do you need? What skills will you need in 1 or 2 years from
now? Does someone in your organization have those skills and
are you grooming them for an important role in the next 1 or 2
years?
SCANNING NIGERIA NSO ON THE 7”S” MODEL. Deliverable
Yesterday Today & Tomorrow
Strategy: Traditional Scouting of
Boys/Girls Scouting
playing the back roles
while Adults take the
lead in all aspects.
Following the Strategic
Priorities of Scouting
Worldwide that give
opportunities to Youths, Men
& Women Adults with the
vision of creating a better
World.
Structure: Three-tier of Set-up
with a weak Center,
this weakness affected
almost 80% of the
State Scout Council.
Training Structure
monolithic and focused
on Basic/WB/ALT/LT
Vibrant System of Three-tier
with additional support from
the Zones.
Training System restructured
with varieties of Formal
(Leadership/Management/Sk
ills
& Endurance, Proficiency and
other Specialized Training
including OJT
Systems: Lateral Training System
Lateral Reporting
Process at National
Horizontal Training System
Zonal Training Systems
Horizontal Reporting process
at National (Directional
Leadership)
Shared Values: Leadership
Development at the
expense of that
boy/girl/Women
Leadership Development
through Youth Involvement
and Empowerment.
Gender Equity and Women
involvement in the
Leadership positions of
authorities.
Style The Leadership
approach was more
Laisser Fairre, not too
comfortable for the
positions we were.
The Leadership approached
are more of Situational
Leadership and
Transformation Leadership,
but bottom line more
visibility on Shared
Leadership (Team or Patrol
System).
Staff People are hired on
Personal recognitions
and based on
sentiments
People are hired in
accordance with the
provisions of Life Cycle of
Adults in Scouting
Skills Skills are restricted to
the conferment of the
old structures
Skills are diverse based
different competencies to be
developed
SCOUTING MANAGEMENT PROCESS
LEVEL ONE MANAGEMENT SKILLS:
Basic Management Skills for Beginning Managers
It is the foundation of the management skills pyramid, which
shows the skills a manager must master to be successful and
shows how these management skills build on each other toward
success.
There are four basic management skills anyone must master to
have any success in a management job. These four basic skills are
plan, organize, direct, and control and are discussed separately in
detail below.
LEVEL TWO MANAGEMENT SKILLS:
Management Skills for Developing Your Team
It is the team building skills any developing manager must
master. It shows the skills a manager must master to be
successful and shows how these management skills build on each
other toward success.
There are three categories of team management skills anyone
must master to have any success in a management job. These are
motivation, training and coaching, and employee involvement
and are discussed separately in detail below.
LEVEL THREE MANAGEMENT SKILLS:
Personal Management Skills
It is the next level of the management skills pyramid, which
shows the skills a manager must master to be successful and
shows how these management skills build on each other toward
success.
There are two areas of personal management skills you must
master to be successful as a manager. These are self-
management and time management.
LEVEL FOUR MANAGEMENT SKILLS:
Leadership Skills
Ask anyone and they’ll tell you. There’s a difference between
managers and leaders. Ask them what that difference is and they
may have a bit more difficulty. Suddenly the words become
amorphous and undefined.
Somehow leadership is an intangible - a charismatic component
that some people have and others simply don’t. That’s why,
according to the ubiquitous “they”, it is such a rarity.
The difference between being a manager and being a leader is
simple. Management is a career. Leadership is a calling. You don’t
have to be tall, well-spoken and good looking to be a successful
leader. You don’t have to have that “special something” to fulfill
the leadership role.
What you have to have is clearly defined convictions - and, more
importantly, the courage of your convictions to see them
manifest into reality. Only when you understand your role as
guide and steward based on your own most deeply held truths
can you move from manager to leader. Whether the group you
oversee is called employees, associates, co-workers, teammates
or anything else, what they are looking for is someone in whom
they can place their trust.
Someone they know is working for the greater good – for them
and for the organization. They’re looking for someone not only
that they can - but that they want to - follow. Because it is only
when you have followers -people who have placed their trust in
you - that you know you have moved into that leadership role.
And the way you see it is that your organization is transcending
all previous quality, productivity, innovation and revenue
achievements. You’re operating at such a high level of efficiency
that you’re giving budget back to the corporation - and you’re
still beating your goals.
You’re achieving what you always dreamed could be achieved.
And not only that, but it’s actually easier than you thought.
Because you’re a leader. Because the classic command and
control management model - which, contrary to popular belief
still applies even in our most progressive 21st century companies
- is no longer in play. Sure, controls are in place.
Sure, you’re solving problems that arise.
But it’s not just you alone. You have the people in whom you’ve
put your trust - and who have happily and safely reciprocated - to
help you create organizational success.
Where to start?
• Begin by discovering exactly what your convictions are.
• Clarify and codify for yourself what you believe in.
• Then, take a nice step back and see how those beliefs are
playing out in the organization as it stands today.
CASE STUDY: Describe the Scouting Management processes in
Nigeria with references to the following Scouting Levels.
State Scout Association, Divisional Scout Council, Districts or
Local Association, Group Scouts Council, Cub Pack/Scout
Troop/Venture Crew/ Explorer Team, Six/Patrol/Unit/Crew
GOOD HUNTING GOOD SCOUTING