presented to Saint Mary’s College

The vision of a stereotypical charitable or other non-profit organization as recently as fifteen years ago is a dinosaur. Times have changed drastically for the non-profit groups. The managing and financing needs of these organizations have had to adapt to an environment where time is money and potential contributors are placing their money in endeavors with fiscal returns. To survive, non-profits need to mirror the practices of their for-profit competition.

Internal organizational structures of such groups vary a great deal. Some are more traditional in their hierarchical tree structure, while some more flat in structure where individual staff members have to be more flexible in what areas they take action. In the end, one of the major requirements for the success for a non-profit group comes down to adequate staffing and training. And that is so rare, that many groups struggle to maintain the status quo, let alone grow. The education of organization members is the solution for the problem.

To address the issue of uninformed club members, a training program is being developed to train volunteers of non-profit organizations. Volunteers in non-profits are not unlike managers in a traditional business. There are a lot of similarities in the training of new managers and new volunteers.

The target audiences for the training program are newly recruited volunteers for the non-profit group, Livermore Youth Soccer League. The main goal is to acquaint new volunteers with LYSL procedures and policies. Consistency in communication and implementation of club policies throughout the organization is the secondary goal of the training program.

To gain the support of the organization, the training program must make sure to highlight the goals of the organization and the major issues that a new volunteer is likely to experiences. This includes the standard issues of managing people and learning the unique ropes of any new organization itself.

Research material was gathered that pertained to basic communication and management skills that all volunteers, new or experienced, need to be aware of. Improving basic skills such as mentoring, communication, and conflict management keeps focus on consistency. The basics are successfully. They are time tested and they work. The other material sought for this project specially addresses the unique issues that exist for non-profit organizations of today and the volunteers that donate their time.

Non-profits have the two-fold problem of needing to function much more like a tradition business to succeed in today's economic environment and in many ways change how they train their staff. It's not the grandfather's charity any more.

In the course of project management, research helps to prepare a manager for success. With the proper research, a project manager can double-check that all the areas of importance have been addressed. Such is the case now. Below are the results of this project manager's research findings. While most of the material refers to the training of managers in a traditional business, the concepts are just as valid for the training other hired, contracted or volunteer workers in any organization.

Most of the resources point out the need to properly train people that are given a position of any responsibilities. If this is the person's first time in a new position, it is imperative to set the, up for success by training them.

Marquardt and Belker (2000) discuss a very common situation for most organizations, people being given a position before they are prepared for a specific job they are not prepared for it. To fill management roles quickly, technically skilled employees that shine in their craft get "rewarded" with promotions to management. The new manager show finds out that his lack of experience to manage a team, as opposed to strengths in self-directed technical work begins to show. Since many organizations move quickly, there is not time for him to recover (Marquardt 49). The strong asset of the organization ends up leaving. This results in a environment where one either fails or succeeds with no middle ground. Not surprisingly, the people with the fewest lessons are the first are to terminate their role of responsibility, voluntarily or not.

Candidates for positions of responsibilities come from two sources, experienced and not experienced. When the candidate has been a manager before, they have a high chance of succeeding in the new position in the long run. The biggest road blocks for these candidates is the mixing of their personality and methods with those of their new direct reports, co-workers, and executive managers. They also need to become aware of the existing organization processes that they are walking into. Having never been a manager before, people that lack the understanding, knowledge, or command of basic management skills will have an even harder time of making it their new position. As Belker (1997) correctly points out, few new managers understand the demands of having to be able to address the needs of multi-level organizational reports and providing team results as opposed to individual contributions from the rank and file (Belker 4). Managers are judged on the team's results, not just the manager's performance. This is a new concept for many inexperienced managers.

An interesting pre-managerial type program that was discussed by Marquardt and Belker (2000) had people that wished to look into the roles and responsibilities of a management position. It is a "try it and see if you like it" program. As a rule, about 20 percent of the people that try the program decide management is not for them, at least at that time. This pro-active program helps to weed out candidates that had a high chance of not succeeding as a manager, thus, saving time and resources for the individual and the organization. For the individual, they have also had the chance to better understand the position of their own manager in a new light and gain an insight on what skills they themselves need to improve on in order to become a viable managerial candidate (Marquardt 204). This is a "win-win" situation.

The last decade has brought a new type of business - the "dot-com start up". These high technology companies are brought to life so quickly that those running the business usually have a lot of technical skills, but very little managing experience. As Marquardt points out, in the long-term, this behavior not only creates an environment that can lead to poor work flow and a higher turnout rate in staff, it also leaves the organization more vulnerable to legal action should the manager not take proper steps to issues.

Most authors agree that in order to get the biggest bang for the buck, training effectiveness needs to be measured. Studies done on training programs shows that most skills are not practiced. As time goes on, the training is forgotten and not utilized. The best plan is to ensure the training was adequate is to measure the training skills before and after the program to evaluation training effectiveness. A follow up on the practicing of the skills will help indicate if another training program of some type is needed. Lack of measurement can ultimately kill any benefit of the training. Money, time, and human resources will have been wasted (Zenger 23). Zenger feels that the return on investment is the fundamental problem with training programs, not the lack of executive support.

According to Zenger (2000), the way to hedge the return on investment is to be clear in the business purpose and desired outcomes for any training programs. Leadership development needs to be in step with the organization and its mission. Senior management must actively support the program or it will fail.

There are some basic management skills that a manager or worker needs to survive. The development of these skills will help a skilled manager succeed and grow in their position. This is particularly true for organizations, such as non-profits, that have typically been run with loose reins. Reining in a poorly run organization is challenge that requires a return to the basics in communication and resource management.

Some common sense advice from Gurley Brown (1996) reminds managers that the basics do work. Doing the "ghastly" things first will allow enough time to get them done. Then the easier tasks fall into place. Admitting when you are wrong will bolster credibility and trust. Reply to others promptly, no matter who they are.

In today's litigious society, managers needs to always keep the potential legal risks in mind as their daily activities. Sack (1995) offers guidelines in a number of managerial duties where a manager could put himself and the organization at risk of legal reprisal "from hiring to firing," the life cycle of an employee.

Communication comes in three basic forms: written, verbal, and non-verbal (or body language). Each form, whether individually or in combination, delivers a message. The message can be facts, instructions, ideas, goals, impressions, or visions. What ever the message is, effective use of these forms is the cornerstone of any business (Nelson 169).

Both formal and information methods of communicating heavily impact on the relationship of a worker and his manager. This is also a two-way effort. People give and receive information as they interact with others on a daily basis.

Bennis (1997) attempts to describe the differences between leadership and management. Management is efficiency, systems, policies, structure. It is about how. Copying. Leadership is about effectiveness, trust, and people. It is about what and why. Innovating and initiating. "Leaders have the capacity to create a compelling vision. They inspire and empower others. They pull, rather than push" (Bennis 100).

Being a leader does not require becoming a manager. Leadership is in everyone to different degrees. Honing the skills to effectively inspire others requires continuous practice.

Leadership by example means just that. By showing the team that the manager does not ask more of the team than they do of themselves, the team see that their manager is not one of those that do not do any "real work".

Good executives should be able to do some things as well as or better than the team. They should be able to handle what the team can not or should not be doing (Gurley Brown 181). The employees need to concentrate on what they do well and complete their tasks. The manager should be the thread that holds all the pieces together.

Good leadership in more necessary in non-profits than tradition companies. With the lack of substantial financial benefits, workers can only be kept and inspired by true leadership. Poor leaders can quickly kill a non-profit group.

One the most important keys to creating and retaining a winning team is start of by hiring the right people, according to Stein (2000). Investing in the hiring process will pay off in lower staff turnover rates. Picking the right people to begin with reduces wasted time in retraining new employees. People that are already in line with the organization culture and goals tend to contribute to reaching those goals quickly and effectively. When hiring or paid or unpaid positions in a non-profit organization, the same guidelines apply as a traditional business environment.

Stein (2000) reminds managers how important it is to be careful about the hiring processing. Job requirements must be clear and reasonable for the position waiting to be filled. The interviewing process and candidate selection must be within legal guidelines to avoid any form of illegal discrimination. Some forms of discrimination to be aware of are against age, gender, race, and disabled people.

During the interview process, the interview should be trained on the differences between the types of questions that are appropriate or not. An example of an inappropriate question that Sack (1995) provides "what country are you from", "are you impaired", "what is your maiden name?" All of these questions might be ones that come up in daily conversations, but can be grounds for a lawsuit if asked in an interview.

Not all employment situations work our for either parties. On occasion, an employee leaves the organization. This can be in one of two ways. Employees that quit their positions voluntarily are less stressful situations. The change in position if made by the one more directly effected, so the transition is smoother than an involuntarily one. Involuntary terminations are usually the organization's decisions to let an individual go. This is commonly a stressful experience for bother manager and employee.

When an employee quits, there is usually little risk to the employer. An exception might be if the employee felt force to terminate their employment due to circumstances such as feeling threatened, harassed, or other legally protected discrimination.

The challenge with non-profit organizations is their heavy reliance on people that volunteer their time. As more people have split households or two-income families, the pool of potential volunteers has been drying up. The are less options to replace a non-paid worker with.

In the event that things deteriorate and an employee has to be laid off or fired, certain processes must be done to help ensure the rights of both parties are being respected. Getting fired is not easy for either party, but with a skilled manager, the level of volatility can be lessened.

If there is a lay off, be aware that there are laws that exist in how much notice and compensation workers are entitled to. To violate such laws, risks legal action from the workers or the government.

It is never an easy job to fire an employee, logistically, emotionally, or legally. If the termination is based on a performance issue, many companies now have a corrective action plan to help correct performance issues before the drastic measure of termination is explored. Be aware that even an "at will" employment policy does not release the organization from possible unlawful termination repercussions. On these matters, Sack (1995) is clear.

It is not uncommon for non-profit groups to have some paid staff, but primarily the workers are all volunteers. Firing people that are donating their time is a reality on occasion. In this situation, the handling of the dismissal is the same as for-profit organization. It must be done effectively with documentation and appropriate process.

Keeping top employees has been harder than ever in age of high technology companies. Talented people that can help a organization to blaze trails in new and uncharted industries are rare. Competitive rates and employment situations make it harder to keep talent, once they have been acquired.

According to Stein (2000), retaining employees for other top companies has been a combination of flexible working conditions to traditional financial rewards. Providing a supportive environment and inspiring loyalty are imperative.

In Gurley Brown's (1996) experience, it pays to be flexible with employees and their outside responsibilities. Adding more, unnecessary stress to a troubled worker can create an untenable workplace and result in workers leaving. Good employees tend to the get the work done, even in light of their own distractions.

Not unlike workers in a tradition job, knowing that one can learn and grow within an organization keeps trained personnel involved longer. To be able to recruit and retain people to work for no money means that they need to be provided with other satisfaction and fulfillment (Wolf 99). The key is to identify what an individual is hoping to achieve when they volunteered.

Two forms of motivation can be use: positive or negative. Reward good behavior, as opposed to punishing bad behavior. For a while now, the there has been a strong trend toward the former, as studies show that it gets the best long-term benefits. Nelson reminds us to beware of how rewards are given out. "Equal treatment of unequal performers can be unfair" (Nelson 97). In the same vein, the same motivations for different people do not always work.

Creating a supportive environment where employees fill safe to openly communicate, where trust and respect are fosters, will contribute to a healthy working environment where people will feel valued and inspired to improve their situation and, in turn, that of the organization.

Another pitfall to beware is too many rewards or ones that are not in line with the organization goals, states Nelson (1996). People can see false praise or not value it if it is given too freely. The purpose of the employees is to further the organization to reach its goals. Rewards should be awarded when efforts get those goals closer to being realized.

People can be told what to do, but for employees to grow, they need to learn. Coaching or mentoring employees is one the most important responsibilities that a manager has. Nelson (1996) points out that if managers can effectively coach employees, the time it would have taken them to figure it out on their own is not wasted. Effective coaches are supportive, emphasize team success over individual success, assess talents and shortfalls of team members, inspire team members, create environments that allow individuals to be successful, and provide feedback.

Worker performance and attitude can be unacceptable at time. If gone unchecked, the behavior can infect the entire team and other departments. Correction of such behavior must be immediate, clear, and appropriate. Discipline can be verbal or in written form. Nelson (1996) suggests that a manager must be consistent and fair in their disciplinary actions. To do otherwise, sends a mixed signal to the employee and the team.

It is important to remember that a manager is responsible not only for the development of the team, but also for himself. As Belker (1997) concludes, the manager's capacity to manage well is determined by his ability to manage himself. To apply that idea, the more effective a manager can be with his own tasks, the more success he will be able to lead a team effectively. If the manager can organize his own tasks and responsibilities, he can organize a project.

All employees or volunteers can benefit from mentor. Continued encouragement from more experienced coaches will contribute to a worker's growth in their knowledge and life experience. A healthier and more productive team manager can only better the situation of the team he leads.

Even in the non-profit environment, people often seek to grow as individuals. The goals of a volunteer or a paid employee are often similar in the desire for self-fulfillment and growth.

With preceding research, the project manager now has the ability to design how an effective training program. Much of the sought after contained the desired material contained the management techniques and information, as well as the special needs of non-profit organizations of today.

Discovering the value of training programs and being able to convey that to the organization makes the project that much more marketable to the intended audience. Seeing that desired results may be hard to obtain, but can be accomplished in other such programs is a great motivation to see the project to completion. This is a worthwhile endeavor.

Knowing that basic management and leadership skills never go out of style, is something that all managers should be periodically reminded of.

The challenge of managers in any organization to just keep their heads above water when it comes to developing their teams allows them to also forget to keep themselves growing and learning. However, this is a vital contributor to the continued success of a manager. Personal development is just as important as nurturing an effective work team.

It is not surprising that more could not be found on the realities and challenges of operating and managing a high technology organization. The industry is new and proving that the old ways will not work in all situations. Hopefully, more sources of information will appear as the industry learns what works in today's environment and what does not.

All of the sources that were researched held information that the project will benefit from. In turn, an organization that used the project's training program will benefit from the exercise of supporting and training their managers. It is not too late to remind older managers of the basic skills that have worked over the course of many years. For the new managers, the support and mentoring of the organization will breed self-confidence, knowledge, and ultimately, a successful organization.

In the end, the research presents a clear testimonial. Training programs can fail, pass, or excel. It is a matter of support from others and the desire for continuous improvement, be the organization a tradition business or a non-profit group.

• Belker, L. B. (1997). The first-time manager. New York: American Management Association.

• Bennis, W. & Goldsmith, J. (1997). Learning to lead: A workbook on becoming a leader. Reading, Massachusetts: Perseus Books.

• Creelman, D. (1996). New hope for management training? [Online]. Available: http://www.hr.com/HRcom/index.cfm/WeeklyMag/82AB1A9F-E254-11D4-9AB7009027E0248F

• Gurney Brown, H. (1996, October 28). Conducting training needs assessment. Fortune [Online], 134(8) 179-187 Available: http://library.northernlight.com/SG19990714100006774.html?cb=13&sc=0#doc

• Marquardt, F. (2000, November 13). Training the young and the restless. The Industry Standard. 202-206. [Online] Available: http://www.thestandard.com/article/display/0,1151,19881,00.html

• Nelson, B. & Economy, P. (1996). Managing for dummies. Foster City, California: IDG Books Worldwide, Inc.
• Presented in an easy to comprehend format, this book covers basic management principles about prioritizing time, organization, staffing issues (hiring, inspiring, coaching), and project planning (forecasting, planning, budgeting).

• One study (1999). Harvard business review on nonprofits. Boston: Harvard Business Review Paperbacks

• Sack, S. M. (1995). From hire to fire: The legal survival guide for employers in the 90's. New York: Legal Strategies, Inc.

• Sladek, C. M. & Jones M. B. (1994, Jan/Feb). Developing a work/life strategy. Journal of Compensation & Benefits [Online], 9(4) 46-49 Available: http://www.hr.com/Hrcom/index.cfm/79/D103BD16-2C21-11D4-8DE7009027E0248F

• Stein, N. (2000, May 29). Winning the war to keep top talent. Fortune [Online], 141(11) 132-143 Available: http://library.northernlight.com/LH20000518050000553.html?cb=13&sc=0#doc

• Wolf, T. (1999). Managing a nonprofit organization in the twenty-first century. New York: Fireside

• Zenger, J. & Ulrich, D. & Smallwood, N. (2000, March). The new leadership development. Training and Development 22-27.