 Scenario 1: Volunteer
Control Exercise
Scenario
2: The Newspaper Ad
PAR
Performance
Evaluation
The
Ten Commandments of Effective Leadership
Scenario 1: Volunteer Control Exercise
You are the volunteer coordinator in a crisis clinic In a small city.
One of your volunteers, Frank, has recently moved to town and is looking for
a Job in public relations or advertising. He has volunteered to help write a
proposal to the City to get some additional funding for the crisis clinic.
The proposal is almost finished, and Frank has done an excellent job on it.
1. The clinic director has recently expressed her concern about two
articles that appeared in the local paper, critical of the clinic. The
articles questioned the quality of service that would be provided by
volunteers. You ask Frank if he would mind writing some press releases which
stress the quality of the volunteer training and which spotlight cases where
the clinic has saved some people's lives.
A. What degree of control is Frank exercising in this matter?
B. What could you do to increase his control?
2. Frank brings you five Ideas of ways he could go about solving the
public relations problem at the clinic. He suggests he do all five. Two of
these ideas you like, and you approve them. One you don't like at all, and
you tell Frank not to do it. The others you aren't sure about. You tell
Frank you'll get back to him later about them and put them In your briefcase
to study that night at home. You also think you should ask the Director what
she thinks of these two.
A. When Frank brings you his ideas, what degree of control is he
exercising?
B. After you tell him you'll think two of them over and get back to
him. what degree of control is he exercising on those two?
C. What could you do to increase his control on these two?
3. A few days after the clinic submits the proposal Frank has written,
the City sends a letter requesting clarification of certain passages. The
secretary gives the letter to Frank. Frank puts it in your in-box with a
note attached. The note says, "What do you want me to do about this?
A. What degree of control is Frank exercising?
B. What could you do to increase his control?
4. Frank shows up unexpectedly one morning with the volunteer coordinator
from the local mental health center. He says he has been talking to her
about a combined training program which could save both organizations money.
He Is very excited about It, saying that it, coupled with the grant he is
writing, will put the clinic in very excellent financial shape.
A. What degree of control is Frank exercising in this matter?
B. If you were uncomfortable with this level of control, what could
you do to remedy the situation?
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Scenario 2: The Newspaper Ad
Janet Washington read the ad over carefully for the second time She had
never seen an ad like this before and it aroused her curiosity. Also, the
job sounded appealing. The ad read:
We are looking for a first-level supervisor who knows bow to manage
people. Our firm is in a very competitive industry and we depend upon
our people to maintain an edge on the competition. Ideally, the
successful applicant will have 3-5 years experience in supervision and
have a good track record of motivating people. Prior experience in our
industry is not required. If you think you are good enough, complete the
following quiz and mail it in with a summary of your background.
Mark the following questions either true or false.
- Money is a good motivator for people . (T) (F)
- Participative supervisory styles are best. (T) (F)
- People appreciate improvements in working conditions. (T) (F)
- People like to work toward challenging goals. (T) (F)
- A supervisor should be the natural leader of the work group. (T) (F)
Janet then began thinking about the answers to the questions.
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PAR
Below are twelve items taken from various job descriptions. The job
title for each is in parentheses.
For each item, indicate; whether it is a description of an activity or a
result. If your answer is that it is an activity, see if you can state the
possible result of performing that activity.
- (Salesperson) Increase profits from sales by 10% this year.
- (Counselor) Spend fourteen hours per week in direct counseling of
clients.
- (Fire Marshal) Inspect all commercial properties for fire hazards once
each year.
- (Receptionist) People coming to or calling the office will view us as
a competent, professional organization.
- (Trainer) Conduct fifteen training sessions per month.
- (Police Officer) Citizens in patrol area will be safe from burglaries.
- (Bank Teller) Customers will open Individual Retirement Accounts at
our bank.
- (Teacher) Meet with children's parents once per quarter.
- (Clerk) Increase office efficiency through improved office procedures.
- (Hospital food service worker) Patients will find their meals
appetizing.
- (Maid) Customers will be satisfied with the cleanliness of their
rooms.
- (Secretary) Type all correspondence in a timely manner and without
typographical error.
Basic Features of a Position Description:
- Position identification ( include person and title of position this
position reports to)
- Function of The Position (a statement, in management terms, of the
position's objective)
- Responsibilities of the position (Focus on the key areas here - the
items which determine whether or not the objectives have been met)
- The authority of this position (Consider the items you list in this
section carefully - which tasks can the CASA volunteer perform without
checking first with his/her supervisor?)
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Performance Evaluation
Types of evaluations:
- Narrative format - The supervisor describes the person's
performance, using real examples of concerns or strengths.
- Check list format - using a list of tasks with a grid (e.g.,
numbering 1-5, with 5 being the most positive) to identify level of
performance.
- A combination of above two types - This evaluation uses the check
list format plus a short narrative, which expands on specific areas of
performance. The narrative section should also describe goals for the
next reporting period.
Requirements for an effective performance appraisal conference:
- sufficient preparation
- sufficient time for the conference
- adequate privacy
- objectivity on the part of the supervisor
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Leadership
The Ten Commandments of Effective Leadership
- BELIEVE IN SOMEONE OR SOMETHING OTHER THAN YOURSELF!
- LISTEN TO OTHERS!
- WORK WITH THE TEAM! NEVER BE A LONER!
- BE CONSIDERATE OF DIFFERENT OPINIONS!
- STAND UP FOR WHAT YOU BELIEVE IN, EVEN WHEN YOU ARE CRITICIZED!
- BE A PEACEMAKER!
- BE PATIENT WITH OTHERS EVEN THOUGH THEY MAY NOT AGREE WITH YOU!
- STICK TO THE PROMISES YOU MAKE! WRITE THEM DOWN SO YOU REMEMBER
THEM!
- WORK HARD!
- THANK PEOPLE FOR WHAT THEY DO EVEN THOUGH YOU MAY NOT RECEIVE THANKS
FOR WHAT YOU DO!
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