We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byKaitlyn Sullivan
Modified over 3 years ago
©Association Management + Marketing ResourcesAll Rights Reserved / A Future Governance and Management Trend Model and its impact on Governance, Marketing and Communications (2015+) The Market Accountability Model--The Future Association Business Model Paradigm* Planning based on alternative future integration to plan for contingency operations Increasing reliance of I/T in marketing and communications operations Flexible governance institutions, which can make market- based decisions quickly and efficiently. Less volunteer involvement but more volunteer oversight in staff operationsfewer volunteers available for service Working committees and task forces with specific, measurable charges Increased surveillance of financial and administrative operations at the tree top level Outsourced operations replacing 50% or more of operating departments dependent on mission Elimination or reduction of tax status incentives by the Federal and State governments (trade shows/education, etc.) Elimination of nonprofit status moving towards corporate status More traditional corporate benefits for association staff * The future governance and structural model of associations will be a combination of traditional association and corporate models with significant changes in fiduciary and reporting responsibilities. Associations will amend or reinvent their models based on the best way to maximize Government regulatory requirements (IRS, FCC, etc.). They will market and communicate using mass-customized principles and techniques. Marketing and communications strategy will dictate how nonprofits reorganize to take advantage of their future environment. Impacts of This Model on Marketing and Communications Significant increase in revenue needed to offset new taxes on educational, tradeshow and other currently nontaxable revenue will put more pressure on the marketing and communications department May result in higher salaries and incentives for association staff Will create more bottom-line oriented organizations focused on the exchange of services and products as the value proposition. Less pro bono activity focused on members and more fee for service programs and services. Dramatic changes in dues structures, which will be value-balanced to the products and services individual members or member companies need.
©Association Management + Marketing ResourcesAll Rights Reserved / Combination Benchmark Governance Model for Boards, Committees and Staff (2015+) * Smaller, leaner board--more detailed liaison responsibilities and supervision of committees and other governance units ** Smaller, leaner committees & TFs with specific job descriptions and timelines for deliverables ***Manages volunteers selected from an association wide pool maintained by skill and geographic area (in the governance I/T application) to serve on TFs & Ad Hocs depending on skills needed for the assignment ****Put together on a cross-functional basis depending on the subject matter / function / area of expertise (1) Staff liaison with appropriate TFs and Ad Hocshowever, more of the burden is placed on staff functions in the marketing and communications areas as volunteer time commitments decrease Chief Staff Exec Integrated Staff Liaison (1) Executive Committee
Chapter Seven: Designing Organizational Structure University of Bahrain College of Business Administration Management & Marketing Department Dr. Mahmood.
7-1 Chapter 7 and 8 Organizational Structure and Managing Change.
8-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Organizational Structure Organizational Structure 8 8.
Organizational Structure Organizational Structure 7 7.
Copyright © 2011 The McGraw-Hill Companies All Rights ReservedMcGraw-Hill/Irwin Chapter 1 Strategic Planning and the Marketing Management Process.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall5-1 Human Resource Management Chapter Five Workforce Planning.
6- Functional Structure Groups people on the basis of their common skills, expertise, or resources they use Bedrock of horizontal differentiation Groups.
ECM Project Roles and Responsibilities By Jacqueline Rodriguez.
COSO’s Enterprise Risk Management (ERM) Framework.
Strategies to achieve social impact Building the Appropriate Structure.
1 Office of Research & Development ORD Goal 1 Meeting July 18, 2006 Office of Research & Development ISS Staff Update February 27, 2007.
Copyright © 2013 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER 1 Strategic Planning and the Marketing Management Process.
Progressing Corporate Governance From Compliance to Competitive Advantage Building a World Class Audit Organisation.
1-1 Strategic Planning and the Marketing Management Process Chapter 1 McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights.
6- Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1 Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter.
© 2012 Pearson Prentice Hall. All rights reserved. How Management Accounting Information Supports Decision Making Chapter 1.
Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Zulema Seguel © Copyright ©2004 by South-Western, a division of Thomson Learning.
F 1 American Association of School Personnel Administrators Key Elements of a Total Compensation Plan Presented by: Bruce G. Lawson, CCP President Fox.
Chapter 2 Strategic Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Internal Organisations Higher Business Management.
Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member of Baker Tilly International © 2010 Baker Tilly Virchow.
Chapter 8 Organization Structure and Design EXPLORING MANAGEMENT.
International Organization: Design 1 Definition - A plan for arranging & coordinating the activities of an organization for the purpose of fulfilling its.
Redirecting the Librarian’s Mindset: Emerging Framework for Managing Human Resources in Libraries “Emerging Landscape, Mindscape and Netscape of the Philippine.
© Ram Mudambi, Temple University and University of Reading, Lecture 09 Designing Organizational Structure and Control Systems BA 951 Policy Formulation.
© 2017 SlidePlayer.com Inc. All rights reserved.