1. Managing Adults
Module 24

2. Objectives 1 By the end of this module, you will be able to:
Explain the purpose and structure of the Adults in Scouting model
Undertake effective formal and informal reviews in accordance with the Adults in Scouting model
Plan how you would fulfil your responsibilities within the Adults in Scouting model
State the principles and benefits of the delegation of authority
Detail tasks/situations from your own role where delegation is appropriate or inappropriate
Run and chair meetings effectively

3. Objectives 2 By the end of this module, you will be able to:
Describe a theory of motivation
Identify factors that motivate adults in Scouting and suggest methods that maximise these
Identify factors that de-motivate adults in Scouting and suggest methods that minimise these
Identify the five main reasons why adults disagree and the ways in which the escalation of disagreements may be prevented
Describe the steps that should be taken to manage a dispute between adults
Detail the appointment, role and functions of a conciliator for adult disagreements

4. Objectives 3 By the end of this module, you will be able to:
Outline the range of possible solutions to a disagreement between adults
Outline the situations where the suspension/cancellation of an adult appointment would be appropriate
Detail the places where written and personal support and advice may be obtained in the management of adult disagreements

5. Module 24
Session 1

6. A large number of warrants last less than 6 months.
Fact
A large number of warrants last less than 6 months.
Why?

7. Motivation

8. Session objectives By the end of this session, you will be able to:
Describe a theory of motivation
Identify factors that motivate adults in Scouting and suggest methods that maximise these
Identify factors that de-motivate adults in Scouting and suggest methods that minimise these

9. How about you? What motivates you in Scouting?
What demotivates you in Scouting?

10. Maslow - Motivation Hierarchy
Self-fulfilment
Achievement, development
Esteem
Success, self respect
Belonging (Social)
Friendship, love, needed
Safety needs
Security, warmth, order
Basic needs (Physiological)
Hunger, thirst
There are many different things that might motivate an individual:
·         Being valued
·         Job satisfaction
·         Being able to do a good job
·         Challenge
·         Achievement
·         Variety of work
·         Being part of a team
·         Recognition
·         Self development
Maslow looked at the motivation of individuals and came up with a hierarchy of five different levels of motivational influences
Maslow found that within the hierarchy, a motivational influence was only effective if those in the levels lower than it were sufficient. For instance, offering someone opportunity for achievement does not work if their job security is threatened.

11. Herzberg - motivation-hygiene theory
Motivators
Can be used to increase motivation
Recognition
Achievement
Responsibility
Type of work
Challenge
Personal development
Hygiene Factors
Remove dissatisfaction
Herzberg produced a theory that classifies various influences into motivators and hygiene factors. This was developed through interviews with engineers and accountants.
 Motivators, can be used to increase motivation:
·     Hygiene factors, remove dissatisfaction:   
One influence that is often suggested is that of money. However, if you examine it, it is only a short term influence. Offering someone a pay rise may well motivate them. However, after a couple of months their motivational will be back to where it was. Do you offer them another pay rise? Money can be a motivator as part of reward if it is used as an incentive payment or bonus. Money can be a de-motivator if someone feels they are not being paid less that a certain threshold that they see they need and is fair. It is in fact what is known as a hygiene factor, something that insufficient of creates dissatisfaction, but an excess of does not motivate further
When looking at these lists, it is worth asking, how many of these do we have control over as project managers? If, as is usual, we do not have control over many of the hygiene factors, how do we manage and motivate the individuals when they are deficient?
The motivational factors are more in our domain, and should be considered when building and managing a project team.
Support
Home life
Relationships with others
Working conditions
Training
Administration

12. So what do we do?
What can we do to increase the motivation of adults in Scouting?
What can we do to reduce the de-motivation of adults in Scouting?

13. Managing your workload
Session 2

14. Session Objectives By the end of this module, you will be able to:
State the principles and benefits of delegation of authority.
Detail tasks/situations from their own role where delegation is appropriate or inappropriate.

15. Managing the workload
High
Urgency
Low
Low
High
Importance

16. Task 1 State the benefits of delegation to: The delegator Others
Scouting

17. Task 2 Discuss one of the following:
What types of tasks should be delegated?
What types of tasks should not be delegated?
How should tasks be delegated?
Who should you delegate to?

18. Areas for Managers Development Support Leadership Management
Relationships

19. Managing the Team
Session 3

20. Session objectives By the end of this session, you will be able to:
Explain the purpose and structure of the Adults in Scouting model
Undertake effective formal and informal reviews in accordance with the Adults in Scouting model
Plan how you would fulfil your responsibilities within the Adults in Scouting model
Describe appropriate methods for training adults

21. Adults in Scouting Model
The acquisition of
adult resources
Training, support and
personal development
The management of
adult resources
Reassignment
Retirement
Review or
evaluation
Renewal
Integration
Assessment
of need and
recruitment
Mutual
agreement &
appointment
Activities
Training
and
support

22. What are reviews? A chance to: See how things are going
Agree what support is needed?
Discuss changes for the future

23. Formal vs. Informal reviews
Near end of current Appointment
Warranted & local Appointments
Activity Authorisations
Co-ordinated by Appointment sub-Committee
Outcome
Renewal of Appointment
Re-assign to new role
Retire from Appointment

24. Formal vs. Informal reviews
Regular basis - annually?
Chance to catch up face to face
A chat on camp?
Not formally recorded with Appointments sub-Committee

25. Why hold reviews? Benefits Helps us understand our team better
An opportunity to say “thanks”
Recognises successes
Allows issues to be addressed early
Agreed goals and way forwards

26. Who reviews whom? All “line managers” in Scouting
Chief Scout through to Section Leaders
DCs review:
Group Scout Leaders,
ADCs,
District Scouters,
DESCs
District local appointments / activity authorisations
GSLs review:
Section Leaders,
Section Assistants

27. Outcomes of a review Re-asssign Retire Renew New role in Scouting
Sabatical?
Fellowship?
Renew
Continue in role
Reassignment
Retirement
Review or
evaluation
Renewal

28. Re-assignment Match skills and qualities to a role
Decide who needs to be involved
Agree a plan for moving to new role
Don’t promise what you cannot deliver

29. After the review Completion of form AR Re-assignment plan
Disagreements in outcome
Do what you agreed to do!

30. Form AR Sent by Appointments Secretary Record only the facts
Libel laws apply
Recommend the outcome
Renew
Re-assign
Retire
Return to Appointment Secretary

31. Summary... Reviews should be: Important Non-threatening
Carefully planned
Conducted well
Followed up
Effective

32. Managing Conflict
Session 4

33. Session objectives By the end of this session, you will be able to:
Identify the five main reasons why adults disagree and the ways in which the escalation of disagreements may be prevented.
Describe the steps that should be taken to manage a dispute between adults.
Detail the appointment, role and functions of a conciliator for adult disagreements.
Outline the range of possible solutions to a disagreement between adults.

34. Session objectives By the end of this session, you will be able to:
Outline the situations in which the suspension/cancellation of an adult appointment would be appropriate.
Detail the places that written and personal support and advice may be obtained in the management of adult disagreements.

35. Steps to take Determine the nature Face the problem Gather information
Communicate
Apply the conciliation process

36. Managing Meetings
Session 5

37. Session objectives By the end of this session, you will be able to:
Run and chair meetings effectively

38. Meeting preparation Agree objective(s) Select right participants
Set date, time, venue
Prepare agenda
Circulate documents
Agree roles

39. Meeting chairing Start on time
Opening objective, agenda, introductions
Keep to agenda
Allow all views to be heard
Summarise actions and decisions
Ensure agreement
Close meeting on time

40. Summary

41. Objectives 1 By the end of this module, you will be able to:
Explain the purpose and structure of the Adults in Scouting model
Undertake effective formal and informal reviews in accordance with the Adults in Scouting model
Plan how you would fulfil your responsibilities within the Adults in Scouting model
State the principles and benefits of the delegation of authority
Detail tasks/situations from your own role where delegation is appropriate or inappropriate
Run and chair meetings effectively

42. Objectives 2 By the end of this module, you will be able to:
Describe a theory of motivation
Identify factors that motivate adults in Scouting and suggest methods that maximise these
Identify factors that de-motivate adults in Scouting and suggest methods that minimise these
Identify the five main reasons why adults disagree and the ways in which the escalation of disagreements may be prevented
Describe the steps that should be taken to manage a dispute between adults
Detail the appointment, role and functions of a conciliator for adult disagreements

43. Objectives 3 By the end of this module, you will be able to:
Outline the range of possible solutions to a disagreement between adults
Outline the situations where the suspension/cancellation of an adult appointment would be appropriate
Detail the places where written and personal support and advice may be obtained in the management of adult disagreements