Q3)Describe the process through which traditions and customs are maintained in anyorganization. Identify the factors that contribute to the uniqueness of eachorganization. Discuss the above concepts with the help of organizationalexamples,you havecome across or you are familiar with. Briefly describe the organization/s youare referring to.
The modern workplace is changing. As businesses seek innovative solutions to a challenging economic environment, companies are trying different approaches to increase productivity, engage workers and encourage growth. The traditional leadership style of top down management is slowly evolving into a collaborative approach that empowers employees and blurs the lines between boss and worker.
As more companies adopt a culture of open innovation a new style of leadership is emerging. Collaborative leaders take a more open approach in the workplace. Team building and power sharing are replacing the traditional forms of corporate hierarchy. The role of leadership is evolving into a broad based team building approach that encourages creative thought in the workplace. Internal “crowd sourcing” is opening up new paths to corporate growth and in the process, creating a new business model that gives employees more ownership of their work than ever before. The future is most definitely collaborative.
Here is a comparative look at eight major differences between the traditional leadership approach and the new style of collaborative leadership.
An understanding of traditional knowledge and how it differs from non-indigenous knowledge is an important basis for determining how to use it. Knowing what it contains and how it is acquired and held is fundamental to being able to make good use of the knowledge and to encourage all parties to be aware of the added value its use will bring.
The factors that contribute to the uniqueness of eachorganization
Here are a few ways:
The organization I am referring to you is The United Negro College Fund, Planned Parenthood and Mothers Against Drunk Driving organization.
Here are examples of three nonprofits that have positioned themselves well on a national scale:
When you have successfully positioned your organization, people recognize who you are and what you do. It makes sense to them. As you build reputation over time you will naturally deepen and expand your realm of associations. As a result, the exchange relationships you seek—and unexpected opportunities—are more likely to come your way.
Effective positioning is like arriving at higher ground. It opens whole new vistas for the future.
Six steps to make position to Mothers Against Drunk Driving(a non profit organization )organization
There are six steps to creating a positioning statement for your organization:
1. Check in with your mission
The positioning statement you develop should be a direct expression of your mission—the organization's reason for being. If your mission is concise, easily understood, and provides the right sense of direction for the future, you can go on with positioning. If the mission is at all murky or there is disagreement in your group about what the mission should be, it is important to get this resolved. You may simply need a rewrite to bring things up to date or it may be necessary to take an in-depth look.
2. Look at needs and results
Meeting needs and getting results—both present and future—is the crux of your unique role and the driving force behind positioning. Because conditions aren't static, every successful organization's role undergoes change over time.
As you look closely at ongoing and emerging needs, opportunities for improvement and change flow naturally. You may decide to strengthen your results by adding, dropping, or improving programs. You may also consider offerings for entirely new audiences.
Years ago, in the "good cause" era, most nonprofit organizations positioned themselves as meeting compelling needs. A good cause is no longer enough. Positioning must also be based on results: The changed lives and changed conditions that come about through the organization's work.
Marketing wisdom: Don't spread your energies too thin. You will make the greatest impact if you are highly focused, concentrate your energies on being the absolute best at what you do, and have compelling results to show for it.
3. Assess the environment to see how you fit in
Most nonprofits exist in an environment that is at once competitive and collaborative. It is essential to consider how you fit in. Are your offerings true standouts? Or has competition made a mess of your niche? Can you forge ahead alone and achieve strong results? Or are partnerships the best approach?
To answer these questions you will need to identify potential competitors and partners in your marketplace and learn more about them to see how you fit in. That readies you to asses the unique contribution that only you can make.
At this point, you confirm challenges to the role you want to play and decide whether you would be most effective teaming up, going it alone, or dropping out altogether. Once you know where you stand, you're ready to draft your preliminary positioning statement.
4. Draft your positioning statement
Positioning statements are not advertising slogans. Rather, they are straightforward and exact expressions of the organization's unique identity.
A strong positioning statement meets four criteria:
Take a second look at the three organizations cited earlier—The United Negro College Fund, Planned Parenthood, and Mothers Against Drunk Driving (MADD). Note how each statement meets the four criteria.
To craft your positioning statement, first work with a group to summarize the conclusions from steps 1, 2, and 3. Then have the group brainstorm lots of possibilities. Finally—and this is best done by ONE person—write up a statement that captures the group's creativity. Use the group to review drafts, makes suggestions, and approve final wording.
5. Test your positioning statement
After drafting your statement, you know what you believe your niche should be. It is time to confirm the viability of how you want to be known with other critical parties.
To test for support, prepare a short presentation of your positioning statement and the rationale behind it, identify the key people or groups whose support is most crucial to your future success, and make an appointment to talk with them. This should include:
Those you serve: program participants, audience members, or those who directly represent them
6. Refine and clarify your niche
To refine and clarify your niche, revise your positioning statement, taking into account the useful feedback you have received. Some reactions may be provocative, challenging you to rethink your approach, more carefully examine risks, or raise your sights even higher. It's rare, if you feel strongly committed to what you have developed, that you will receive no support whatsoever. However, there are ideas that come ahead of their time and evoke outright opposition. It could be you've thought up a real dud, but remember that what is now the League of Women Voters got its start as a radical fringe.
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