ORGANISATIONS
Planning
 Leadership
 Teams
 Governance
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Strategic planning
An 8-stage process
Preliminaries
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Timing
Is it the right time?
 Is there a Criticial timepath analysis?
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Organisational readiness
Is there shared ownership of the
strategy?
 Does your organisation have the the
right mix of skills to achieve it?
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Financial stability
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Can your organisation sustain itself
during the process?
Is there a Plan B
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What happens if Plan A fails?
Stage 1
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Define the objectives
What are you doing?
 Why are you doing it?/Who is it
for?
 Why now?
 What will happen if you don’t do it?
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Stage 2
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Generate and evaluate the
options
Is the strategy a ‘big bang’
approach, or is it a series of
smaller actions?
 How will it relate to your audience
or target group?
 Is there another way of doing it

Stage 3
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Identify the activities
What are the components of the
plan?
 How will each be achieved?
 Who will carry them out?
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Stage 4
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Sequence the actions
Prioritise the actions
 Why this set of priorities?
 What are the external factors?
 What are the threats?
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Stage 5
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Identify the resources
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Do you have:
 The
financial resources?
 The human resources?
 The material resources?

Where are they coming from?
Stage 6
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Review the plan
Examine the ‘big picture’
 Examine any changes in external
factors?
 Examine the detail
 Identify the weaknesses
 Consider starting over

Stage 7
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Prepare action plan(s) and
schedules
Time frames: start dates and
duration
 Who, what and how for each action
 Contingencies

Stage 8
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Monitor and control
Replan if necessary
 Maintain contingencies
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LEADERSHIP
BAD LEADERS
The “Bureaucrat”
Can only lead “according to the book”
The “ignoramus”
Stubborn, closed mind refuses to accept new ideas
The “hypocrite”
Leaders who say “Do as I say, not as I do”
The “daredevil”
Over-eager, attempts everything - achieves nothing
The “peacenik”
Leaders who cannot permit conflict, therefore no rigour
because nothing is challenged
The “purist”
Leaders who don’t value diversity and want to keep the
team “pure”
The “spaceman”
So smart that no one understands what they are talking
about
The “softie”
Sometimes the team needs to be pushed but this leader
is too humane to do the pushing
The “misfit”
A leader with the wrong style for the job or team
MORE BAD LEADERS
The “self-server”
Puts personal interests before the the job or team
The “hermit”
Leaders who don’t know their team because they are too
remote
The “vacillator”
Inconsistency and leadership don’t mix
The “hero”
Leaders who say “come on, follow me”, just exhaust their
staff
The “nepotist”
Leaders who have “favourites”
The “blamer”
Leaders who are more interested in blaming others than
learning from their own mistakes
The “alien”
Leaders who are oblivious to the needs of team
members
The “coward”
Leaders who are unwilling to fight for the team
The “cinder”
Passive, burnt-out leadership that can no longer
generate vision for the team
The “traitor”
Leaders who betray the team will never recover their
trust
EFFECTIVE LEADERSHIP
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Look at the task and decides what his/her
role is
Acquire the knowledge to do the job
effectively
Brief others well to do their jobs and what
the limits of their authority are
Delegate decisions and responsibilities
where possible
Are fair and consistent
Are prepared to accept criticism
Help others without doing the job for them
Act as resource people
Make decisions where necessary without
prevarication
Understand how leadership operates in a
group situation
Are aware of and sensitive to individual
needs within the group or team
Leadership skillsets
d
People
attributes
Managing
skills
People
Character
Versatility
Charisma
Learning
from
listening
Integrity
Giving
feedback
Altruism
Action
Thinking
Decision
making
Problem
solving
Initiating
Making
links
Networking
Assisting in
evolution
and change
Merril’s behavioural
profiles
ANALYTICAL
DRIVER
Key value: Work with existing
circumstances to promote quality and
services
Key value: Shape the environment by
overcoming opposition to get immediiate
results
Orientation: Thinking
Time: Past
Orientation: Action
Time: Present
AMIABLE
EXPRESSIVE
Key value: Cooperate with others, make
sure people are included and feel good
about the process
Key value: Shape the environment by
bringing others into alliance to generate
enthusiasm for the results
Orientation:
Relationships
Time: Depends on who
they are with
Orientation: Intuition
Time: Future
How to read it
Left
right
Passivity to assertiveness
Top
Bottom
Controlled to emotional
ANALYTICALS
GOOD
 Perfectionists
 Don’t act before the time is right
 Reflection and rational
consideration
 Patience
 Usually right
BAD
 Critical
 Indecisive
 Moralistic
 Picky
AMIABLES
GOOD
 “People people”, “warm fuzzies”
 Understanding of relationships
 Great coordinators
 Dependable
 Supportive
BAD
 Unsure
 Conforming
 Awkward
 Capitulators
DRIVERS
GOOD
 Action-oriented
 Decisive
 Independent
 Practical
 Efficient
BAD
 Dominating
 Harsh
 Critical
 Tyrannical
EXPRESSIVES
GOOD
 Enthusiastic
 Future-orientated
 Creative
 Stimulating
 Intuitive
BAD
 Manipulative
 Excitable
 Undisciplined
 Egotistical
TEAMS
WHAT ARE THEY GOOD
FOR?
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Distributing and sharing
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Problem solving
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Research
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Evaluations, inquiries or inquests
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Negotiating or resolving conflict
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Increasing commitment and involvement
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Coordinating and liaising
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Project or programme planning
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Tour management
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Multi-cultural issues
TYPES OF TEAM
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Project team
Task force
Committee
Working group
Heads of Department group
Staff group
Technical team
Training team
‘Buzz’ group
IT team
Development team
Finance and Administration
team
KEY DETERMINANTS OF
TEAMS
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Size of group
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Individual skills of team members
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Resources and support provided
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External recognition
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Leadership style (who is in the chair? )
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Group interaction patterns
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Motivation and rewards
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Stages of team development (Forming,
storming, norming, performing
1. FORMING:
When group members are just learning
to deal with each other; minimal works
gets done
2. STORMING:
A time of stressful negotiation of the
terms under which the team will work
together; a trial by fire
3. NORMING
Roles are accepted, Team feeling
develops and information is freely
shared
4. PERFORMING
When optimal levels are finally reached
- in productivity, quality decisionmaking, and interpersonal
interdependence
TYPES OF DECISION MAKING - 1
Type of decision
Advantages
Disadvantages
CONSENSUS
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Innovative, creative decisions
usually emerge
 Utilises all members of team
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MAJORITY RULE
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The team votes, majority wins .
Simple.
 Necessary when 100%
commitment is required
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MINORITY RULE
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Can be useful when the whole
team cannot meet regularly
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Individual errors and extreme
opinions tend to cancel each other
out with this method
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Useful when the expertise of the
expert is so much better than that
of the team
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Decision by subcommittee
AVERAGING
True compromise
EXPERT

Takes a lot of time
 Does not suit fast moving
organisations
Usually leaves an alienated
minority
Does not utilise the talents of all
team members
Commitment to the decision is
likely to be weak
How do you know who is the best
expert?
TYPES OF DECISION MAKING - 2
Type of decision
Advantages
Disadvantages
AUTHORITY RULE
WITHOUT
DISCUSSION

Useful for simple, routine
decisions
 Or when the team members
lack the skills or information to
make the decision
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AUTHORITY RULE
WITH
DISCCUSSION

If done well, can gain
commitment from all team
members
 Is clear on who is ultimately
responsible for the decision of
the team
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Participative decision
making
1 person cannot be a good
resource for every decision
 Creates zero team
commitment
Requires good
communication skills on the
part of the team members
 Requires a leader who is
willing to make decisions
TEAM LEADERSHIP
Myth and reality
MYTH
REALITY
Teams require a single individual
to lead them
Not true. There are many models of team
leadership, from iron hand to apparently
leaderless. Leadership can also rotate by
time or by task
Strong leadership ensures
success
Not true. Strong leadership is useless if
the people following him/her are
incompetent or uninterested. A
fundamentally bad team cannot be led
How a leader is selected is not
important
Wrong. Leaders must be selected in a
way that is relevant to the team task and
to the team dynamics
Team structure is a secondary
consideration
No. Any type of team structure or
configuration is valid as long as it is the
right team for the right task
A good leader and a good team
can solve any task
No, not every task is appropriate for team
action. If a task should not be done by a
team then it doesn’t matter how skilled the
team or leader is. “When your only tool is
a hammer, every problem looks like a nail”
Structures & governance
Sources of organisational
power
POSITION
Power based on a person’s role or job title.
Know what your own is and don’t try to exceed it
RESOURCE
Power based on control over money, materials
etc
EXPERT
Most common are technical and cultural
expertise and process knowledge (knowing how
to get things done)
ARTISTIC
Power based on the artistic control one person
has over an organisation.
PERSONAL
Power based on a person’s personality or
charisma
INFORMATION
Having unique access to information produces a
power base. The more people need the
information you have, the greater is your power
DELEGATED
Some people have been delegated power for a
particular task or project. Use it wisely
Types of structure
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Pyramids
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‘Hub & spoke’
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Network
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Cooperatives
BOARDS
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Usually a legal requirement
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Think about composition carefully don’t appoint friends
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Balance of expertise
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Explain what is required of them and
their legal responsibilities
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Be careful of ‘Advisory Boards’ and
similar structures that have no legal
status
Have an induction session - share the
vision
Organisations
MYTHS
REALITIES
It is impossible for some organisations to change
because they are so large and well-established
Look at changes in public sector institutions, banks
and other sectors due to privatisation and IT
Qualifications are forever
The current trend is for continous professional
development (CPD) and updating, not a dependency
on degrees or out-of-date qualifications
It is a good sign when you can see your future in an
organisation
The only organisations where you can map your future
are so stable as to be stagnant and likely to close!
Success means getting to the top
Success today is about self-development and selfactualisation - whether or not you reach the post of
Director
Virtue and achievment will always be recognised in the
end
More and more institutions and cultural organisations
are ‘buying in’ expertise from the outside, bringing with
them new ideas and approaches - as well as costing
little in training
An internal promotion or upwards move is always a
good thing
Organisations today have flatter hierarchies, and a
sideways move is sometimes more valuable for the
individual
It’s all over when you are 50
Those people with a wealth of experience are doing
well because they are self-employed consultants
because of the practice of ‘contracting out ‘ all but
‘core’ activities
BASIC PRINCIPLE OF NETWORKS
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Networks are created when people come together
to share common objectives or goals
They are generally created spontaneously and
evolve ‘organically’ rather than through a predetermined strategy
They change over time
They have minimum rules and organisational
structure
They promote cooperation, action and exchange
across regions, States and international borders
They enable models of good practice and latest
innovations to be shared
They create diversity and adaptability
They can stimulate employment
They assist in understanding cultural differences
WHAT CAN NETWORKS DO?
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Help create partners and the sharing of costs
Initiate new means of cultural cooperation across
borders
Raise public awareness and understanding of the
sector
Create new sources of funding
Influence policy at a regional,national and
international level
Generate action, projects and change
Help to change patterns of distribution and
promotion
Increase sectoral participation
Assist in combatting aggressive nationalism,
xenophobia and racism
Help changes in patterns of distribution and
promotion
CONSTITUENCIES

Define them! Who are you
doing it for.
• Eg:Shareholders
• Stakeholders
• Audience(s)
• Public
• Special groups
BUILDING RENOVATIONS
UP TO PLANNING STAGE
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vision document
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mission statement
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agree core functions
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outline spatial planning
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business modelling
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Planning permissions
BUILDING RENOVATIONS
POST PLANNING STAGE
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architectural brief
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selection of architects
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design stage drawings
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quantity surveyor/ Stuctural/mechanican eng
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final costings
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awarding of contracts
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construction/renovation
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opening