Task 1: ST.
VINCENT DE PAUL SOCIETY The St Vincent de Paul society, was founded by a 20-year-old student Frederic Ozanam in 1833. It was established by like-minded individuals who wished to put their faith into action. The compassionate outlook, enthusiasm and vision continues today in Australia, and around the world. There are loads of people in the world today who extend their time, care for humanity, and energy to make sure that other people in the society have a proper life. “The goal (purpose) of this organisation, is to equip us as members of One Society to give hope to all of the people we assist.
This to say that no matter how hard it is we will always be there for them.” Mission The society is a lay catholic organisation that aspires to live the gospel message by serving Christ in the poor with love, respect, justice, hope and joy and by working to shape a more just and compassionate society, Vision The society aspires to be recognised as a caring catholic charity offering a ‘hand up’ to people in need. We do this by respecting their dignity sharing our hope, and encouraging them to take control of their own destiny, Values/objectives Commitment- Loyalty in service to our mission, vision and values.
Compassion- Welcoming and serving all with understanding and without judgement. Respect- Service to all regardless of creed, ethnic or social background, health, gender, or political opinions. Integrity- Promoting, maintaining, and adhering to our mission, vision and values. Empathy- Establishing relationships based on respect, trust, friendship and perception Advocacy- Working to transform the causes of poverty and challenging the causes of human injustice.
Courage- Encouraging spiritual growth, welcoming innovation and giving hope for the future. Structure The St Vincent de Paul Society employs more than 3,000 people across Australia in a diverse range of roles from social workers and health experts to IT and store managers. “Our Executive structure is comprised of a National Chief Executive Officers and State and Territory CEOs who oversee the day-to-day management of the Society across Australia and implement policy to achieve the strategic vision of the Society as outlined by the National Council and State Council members.” The St Vincent de Paul Society also has professional development policies in place to enhance peoples’ workplace learning and offers a family-friendly environment in which to work. They made this structure consider the necessary questions, how will the tasks and responsibilities be allocated in the organisation, and how will the activities be co-ordinated to ensure that everyone in the organisation are working towards the same aim. Mintzberg’s theory was very essential in comparing this organisational structure to the five elements that an organisation should be made up of. The strategic apex – The National Chief Executive Officers and state and Territory CEOS The operating core – The social workers, Physiotherapists, Nurses.
The middle line – The health care managers, Matrons Nurses The Techno-structure- The health experts to IT management Support staff – Finance accountants, maintenance (cleaning department). Organisation chart Relationship between various department and how they interact with each other Functional structure A functional structure or departmental organisation structure is where an organisation is divided into several departments. In this organisation, the authority flows downwards from the CEO, to the directors, through to the managers and departmental heads unto the lower subordinates.
In this case, they have an open relationship because the department are all independent of each other and have equal position status in the organisation. “power is like a dark building through which we must move.” The relationship between the members of the organisation is UNITARY. In the unitary organisation, the power is seen negatively and is associated with force, coercion and threats. This organisation is one in which the mangers emphasises the importance of common goals and purposes. Which is assumed that those at the top of the ladder have the right to make all the critical decisions for the organisation and that the authority to do this is consigned in the position and the office of the senior management. A contractual agreement binds all employees to the principle of a good day work and a good day pay.
The goal of profitability and efficiency are the same for all employees and the contract of employment bind them to a common managerial purpose, which allows the subordinates and the managers to interact effectively. The unitary approach recognises every work organisation as an integrated and harmonious whole that exists for a common purpose. It emphasises the co-dependency of employees and employers to identify with the objectives and mission of the organisation. SWOT ANALYSIS STRENGTH Unique competence and capabilities Valued and motivated employees Having a competitive advantage Processes, system, IT, communication Advantage of the organisational value/services over other competitors WEAKNESSES Team competence and capabilities in the organisation The continuous increase of competitors Not knowing the competitive disadvantage Resources and vulnerabilities Disadvantage of the organisational values/services over other competitors OPPORTUNITIES New technologies and IT departments Lifestyle trends Market demands shifts Market developments Vital contracts and partners THREATS Political and legislative changes, EU laws Lack of funding and fundraising fatigue Reputation/image of the organisation A less systematic society Limits of indemnity are often too low Strength Unique competence and capabilities would set them apart from other organisation in the charity industry.
For example, by appreciating the team differences and considering their ideas towards the betterment of the organisation would increase their abilities to perform greatly. Valued and motivated employees, good work environment will produce effective services for the people: The organisation will be at the top of their game if they have highly motivated and confident team that would carry out their role effectively for the betterment of the organisation. Having a competitive advantage would give the company an edge over other organisation: An organisation’s business strategy is meant to involve the optimum allocation of its resources in order, to achieve a competitive advantage. Processes, system, IT, communications would have a positive effect on the organisation: for example, they can be noticed through advertisement, which is another medium of communication. By advertising, they are giving people the opportunity of getting to know the organisation. Weaknesses Competence and capabilities from the team in the organisation would promote and set apart this company from other organisation as they would have a specific pattern and professional way the organisation would render their services to members of the society.
The continuous increase of competitors in the organisations specialization. For example, an organisation like St Vincent de Paul’s society, would have great competition because they are charity organisation and since there are millions of people in a country, who require helping hands, other organisation would take up the idea of the organisation and build up theirs, all in the aim of assisting the people. It is up to the organisation to have a unique ideology, to make their organisation different and have an impact in the lives of the people.
Not knowing the competitive disadvantage that may arise in the company. Apart from the continuous increase in the competitors in the organisations specialization, other competitors would arise with greater ideas, that would sweep people off their feet. It is better for a company to have backup plans and renew their ideas occasionally. Resources and vulnerabilities, are minor situations that an organisation may or may not face, however, it’s a weakness a company must address while starting up its organisation.
Most especially, vulnerabilities, an organisation that has the mind set of success, must not leave its fence unguarded and defenceless. Opportunities New technologies and IT development: St Vincent de Paul’s organisation has excellent opportunities and need for new technologies, as it will increase the media coverage and the number of people they would reach at the same time. Lifestyle trends: there are certain style and pattern at which people are used to.
As for St. Vincent de Paul society organisation, they must a befitting style at which they render their services to people and how they patronise other people. Market demand shift: for this organisation, there are no stress about market demand shift, as it is a charity organisation, built to help people and not exploit money from people. Market development: St Vincent de Paul society would continue to be in the market and they would develop in a way that their services will be accepted both by the law of the country and by the people who require these services. Vital contracts and partner: St Vincent de Paul would attract many vital partners and contract, as people would be interested in aiding an organisation that has a cause. Threats Political and legislative changes, EU laws: legislation is not a new thing, but the stringency of corporate governance requirements and level of bureaucracy is perceived to be ever increasing. Legislation is the biggest threat facing any charity organisation.
Lack of funding and fundraising fatigue: There are lots of works that needs to be done but there isn’t proper funding for the NHS, which means under-funded and under-resourced charities are the only hope for some people. Reputation/image of the organisation: There are a lot of pressure relating to reputation and perceptions that are faced by the sector. For example, bad press and increasingly hostile media coverage, distrust and giving other charity in the industry bad names. A less systematic society: A society that has less professional conduct, would mean that charity organisations or any other organisation that rely on the society would drop its standard quickly in order, to fit into the society. PEST ANALYSIS Political Attitude of government Legal framework Fiscal framework Environmental regulation Health and safety law Economic Employment GNP trends Interest rates Inflation Business cycle Social Consumer lifestyles Demographic patterns Content of school education Major influence ion consumer behaviour Patterns of consumption Technological Impact of internet Government investment on research Development of new materials Manufacturing practices Sources of technology transfer Political Attitude of government: the fact that public sector workers have greater job protections, even in non-union organisation than the non-profit organisation colleagues makes it difficult to deal with poor performers in the organisation. Legal framework: This act was created to enable the environment that would allow non-profit organisations to maintain adequate standards of governance, transparency and public accountability, while enjoying a wide degree of freedom and autonomy. However, this framework should always promote independence of civil society and not control it. Fiscal framework: under this framework act are a lot of rules that the non-profit organisations are expected to abide with.
For example, the act relating to the inheritance duty and duty on certain gift, are one who inherits a certain value must pay an inheritance tax. Health and safety law: for a non-profit organisation with workers, they must abide by the health and safety laws, which entails that an employee must ensure the health and safety of its workers by supplying necessary training and supervision. Economic Employment: As a non-profit organisation, employment would be one of the key economic trend that may affect the organisation positively, as employees working in this institution are entitled to minimum wages and overtime protection from the government. GNP trends: (Gross National Product) are income to or received from abroad companies. St Vincent de Paul’s organisation is a non-profit organisation, that has various charity organisation all over the world, Therefore, since donations received from multinational donors can be much higher than the donations received from abroad by the Irish organisations. Interest rates: for non-profit organisation, an increase in interest rates can likely have an impact on an owner’s ability to grow the organisation.
If the interest rates rise, banks charges more for the business loans, which would affect the non-profit organisation both positively and negatively. Inflation: for a non-profit organisation like St Vincent de Paul organisation, that are operating in developing countries should expect to spend more on purchases. It’s important that these organisations use an efficient purchase order system that will help them spend within their budget. Business cycle: are period during which a business, an industry or the entire economy expands and contracts. A non-profit organisation must not ignore the influence of fortune on their business, wars, floods, hurricanes and fires can all have powerful effect on businesses, especially wars, which can cause a boom, then a burst and finally a recession as the economy cools down. Social Consumer lifestyle: consumers associate themselves with luxury fashion brands to portray their certain style and separate them from other people.
Therefore, people who are willing to donate to this charity organisation would want to know if the organisation is up to standard before they are convinced about donating to the organisation. Demographic patterns: for a corporate charity organisation goals, demographic data are collected in order, to build profile for the organisation’s customer base. Content of school education: school education could influence the social aspect of this organisation by allowing schools to reference their work, acknowledge their work through the teachings. Through this, many people would learn about them and be able to ascertain what the organisation is all about to other people.
Major influence on consumer behaviour: consumer behaviour are influential factors that non-profit organisation must consider in order, to persuade their population target. Technological Impact of internet: internet would have a beneficial impact on non-profit organisations because it will increase the number of people that will receive necessary information, strategic plans and human capabilities will increase. Government investments: because of the good works of the organisation, government would reward non-profit organisations for the effort they put toward helping people, by not requiring huge amounts on taxes. Manufacturing practices: a non-profit organisation would profit from the use of modern technologies, which are used by factories and pharmaceutical companies to produce quality and high standard products, under the supervision of Current Good Manufacturing Practices agency.
Kotter’s 8 step of change management A sense of urgency: This is to help others see the need of change through a bold, aspirational opportunity statement that communicates the importance of acting immediately. St Vincent de Paul society would use this change management by making their employees to be aware of the need and urgency for change, which would require an honest, open and convincing discussion, which will persuade the employees about the importance of taking actions. This is accomplished by talking to them about potential threats or discussing possible solutions.
Build a guiding coalition: A volunteer army needs a coalition of effective people, born of its own ranks, to guide it, coordinate it, and communicates its activities. St Vincent de Paul society would ensure implement this management by creating a team for project management, that would occupy the effectives with the changes the organisation wants to put into effect. This group manages all efforts and encourages the employees to co-operate and take a constructive approach. Form a strategic vision and initiatives: This management, clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to the vision. St Vincent de Paul society would implement this management through its mission statement, which would help members of the society and its workers have a clear vision of what the organisation is all about and try to achieve every necessary goal within the expected time frame.
The ideas of the employees can be incorporated into the vision, in order, for them to accept the vision faster. Enlist a volunteer army: Large-scale change can only occur when massive numbers of people rally around a common opportunity. They must be bough-in and urgent to drive change – moving in the same direction.
St Vincent de Paul society would achieve this management by expressing the most important objective of this change management, which is to create support and acceptance among the employees. In order, to achieve this, the organisation heads need to talk about the new visions of the company with the employees at every chance they get, and by doing this, the opinions, concerns and anxieties of the employees must be taking into consideration seriously. Enable action by removing barriers: Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generates real impacts. St Vincent de Paul society would establish this by entering dialogue with all employees, it will become clear who are resisting the change, accept and encourage the vision of the employees will help the organisations when they are implemented in the process of change.
Generate short-term wins: Wins are the molecules of results. St Vincent de Paul society would establish this change process by creating their short-term goals and when this has been met, then and only then will the employees be motivated to fine tune and expand the change. Sustain acceleration: According to John Kotter, many change trajectories fail because victory are declared too early. St Vincent de Paul society would achieve this change process by pressing harder after the first success, only after numerous try and successes can the organisation declare victory. Institute change: A change will only become part of the corporate culture when it has become a part of the core of the organisation.
For St Vincent de Paul society to achieve this change, the values and standard of the organisation, must align with the visions and the employee’s behaviour towards the organisation’s success to afford a continuous tie.