Managing Adults Module 24

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

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

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

Module 24 Session 1

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

Motivation

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

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

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.

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

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?

Managing your workload Session 2

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.

Managing the workload High Urgency Low Low High Importance

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

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?

Areas for Managers Development Support Leadership Management Relationships

Managing the Team Session 3

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

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

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

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

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

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

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

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

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

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

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

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

Managing Conflict Session 4

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.

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.

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

Managing Meetings Session 5

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

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

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

Summary

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

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

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