THE NATIONAL TRAINERS CONFERENCE OBA AKEN’ZUA SCOUT CAMP, OGBA BENIN CITY

17TH

– 19TH

OF JANUARY 2014

SCOUTING ADMINSTRATION & MANAGEMENT.

Outline:

- Scouting & Scouting Organization

- Variables of Organization.

- Scanning the Nigeria National Scout Organization on the

Administrative Variables

- Management of Scouting Programs – Level 1, 2 & 3

Management process,

- Leadership.

- Conclusions.

CONVOCATION:

Scouting an educational movement for young people, which has

the purpose of contributing to the development of young people

in achieving their full physical, intellectual, emotional, social and

spiritual potentials as individuals, as responsible citizens and as

members of their local, national and international communities?

The Vision for Scouting is: As a global Movement, making a real

contribution to creating a better world.

SCOUTS

Creating a Better World

National Headquarters: 1, Makoko Road, Yaba Lagos. P. O. Box 429 Yaba Lagos Abuja office: Flat 1, Block 1, Plot 1578 No 4, Auyo Close Area 1 (AOI) Garki Abuja

The Scout Association of Nigeria L'Association des Scouts du Nigeria La Asociación de Scouts de Nigeria A Associação dos Escoteiros de Nigéria جمعية كشافة نيجيريا

1. We see Scouting entering its second century as an influential,

value-based educational Movement focused on achieving its

mission, involving young people working together to develop

their full potential, supported by adults who are willing and

able to carry out their educational role.

2. We see Scouting world-wide as attracting and retaining more

and more young people (especially adolescents) of both

genders and coming from broader segments of society.

3. We see Scouting as attractive to adults, women and men, in all

cultures - a Movement through which they can make a

significant contribution to society by working with young

people.

4. We see Scouting as a dynamic, innovative Movement with

adequate resources, simple structures and democratic decision

making processes where organization, management and

communication are effective at all levels.

The mission of Scouting is to contribute to the education of

young people, through a value system based on the Scout

Promise and Law, to help build a better world where people are

self-fulfilled as individuals and play a constructive role in society.

This is achieved by:

1. involving them throughout their formative years in a non-

formal educational process.

2. using a specific method that makes each individual the

principal agent of his or her development as a self-reliant,

supportive, responsible and committed person

3. assisting them to establish a value system based upon

spiritual, social and personal principles as expressed in the

Promise and Law.

SCOUTING ORGANIZATION (ADMINISTRATION)

An organization (or organization) is a social entity that has a

collective goal and is linked to an external environment. The

word is derived from the Greek word organon, itself derived from

the better-known word ergon which means "organ" – a

compartment for a particular task.

An organizational structure activities such as task allocation,

coordination and supervision, which are directed towards the

achievement of organizational aims. It can also be considered as

the viewing glass or perspective through which individuals see

their organization and its environment.

An organization can be structured in many different ways,

depending on their objectives. The structure of an organization

will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of

responsibilities for different functions and processes to different

entities such as the branch, department, workgroup and

individual.

Organizational structure affects organizational action in two big

ways. First, it provides the foundation on which standard

operating procedures and routines rest. Second, it determines

which individuals get to participate in which decision-making

processes, and thus to what extent their views shape the

organization’s actions.

The administration includes the people who are either owners or

partners of the firm. They usually contribute to the firm’s capital

and earn profits or returns on their investment. The main

administrative function is handling the business aspects of the

firm, such as finance.

Other administrative functions usually include planning,

organizing, staffing, directing, controlling and budgeting.

Administration must integrate leadership and vision, to organize

the people and resources, in order to achieve common goals and

objectives for the organization.

Scouting Administration (organization) looks at focusing on the

Aims and Objectives of Scouting and thereby building synergies

around the Strategic Priorities of Scouting by looking at Scouting

Seven (7) “S” that form the cornerstone of any Administrative

Organization – Scouting inclusive.

The 7-S model is a useful way to look at the many interrelated

aspects of a complex organization and it's a great way to help you

understand your organization and leverage it to maximum

efficiency and profitability. It was developed by Tom Peters and

Robert Waterman while working at McKinsey & Company.

The basic premise of the model is that there are seven internal

aspects of an organization that need to be aligned if it is to be

successful. It is the seven key elements of an organization that

are critical to understand its effectiveness. These seven elements

are: Strategy, Structure, Systems, Shared Values, Style, Staff, and

Skills.

Strategy: Refers to the plan or route-map to maintain

competitive advantage. What is your plan for the future? How

do you intend to achieve the objectives?

Structure: Refers to the framework in which the activities of

the organization’s members are coordinated. A key function of

structure is to focus employees’ attention on what needs to get

done by defining the work they do and whom they should be

working with. How is the organizational structure designed right

now? How is the team divided? How do the various

departments coordinate activities? How do the team members

organize and align themselves?

Systems: Refers to the day-to-day processes and procedures.

Having effective systems helps reduce redundancy and

STRATEGY

(PLAN)

STRUCTURES

(SET UP/FRAMEWORK)

SYSTEM

(PROCESS & PROCEDURE)

SHARED VALUES

(GUIDING PRINCIPLES)

SKILL

(COMPETENCIES)

STAFF

(SYNERGIES)

STLYE

(LEADERSHIP APPROACH)

streamlines process. How do you gather business intelligence?

Do you have a unified database? Does the organization have the

systems it needs to run your department such as monitoring for

customer satisfaction?

Shared Values: (also known as Superordinate goals): Refers to

the guiding principles of the organization. These are the core

values of the company and your department. What are your core

and stated values? What do you measure and reward? Are they

the same thing? How can you make minor changes to bring them

in line with each other?

Style: Refers to the leadership approach and the organizations

overall operating approach. How would you describe your

department? How would your employees describe your

department? How would your competitors describe your

department? How would your customers describe your

department?

Staff: Refers to the staff levels and how people are hired,

developed, trained, socialized, integrated, and ultimately how

their careers are managed. Are you staffed to serve customers

adequately?

Skills: Refers to the distinctive competencies of people within

the organization. What skills have you been hiring for? What

skills do you need? What skills will you need in 1 or 2 years from

now? Does someone in your organization have those skills and

are you grooming them for an important role in the next 1 or 2

years?

SCANNING NIGERIA NSO ON THE 7”S” MODEL. Deliverable

Yesterday Today & Tomorrow

Strategy: Traditional Scouting of

Boys/Girls Scouting

playing the back roles

while Adults take the

lead in all aspects.

Following the Strategic

Priorities of Scouting

Worldwide that give

opportunities to Youths, Men

& Women Adults with the

vision of creating a better

World.

Structure: Three-tier of Set-up

with a weak Center,

this weakness affected

almost 80% of the

State Scout Council.

Training Structure

monolithic and focused

on Basic/WB/ALT/LT

Vibrant System of Three-tier

with additional support from

the Zones.

Training System restructured

with varieties of Formal

(Leadership/Management/Sk

ills

& Endurance, Proficiency and

other Specialized Training

including OJT

Systems: Lateral Training System

Lateral Reporting

Process at National

Horizontal Training System

Zonal Training Systems

Horizontal Reporting process

at National (Directional

Leadership)

Shared Values: Leadership

Development at the

expense of that

boy/girl/Women

Leadership Development

through Youth Involvement

and Empowerment.

Gender Equity and Women

involvement in the

Leadership positions of

authorities.

Style The Leadership

approach was more

Laisser Fairre, not too

comfortable for the

positions we were.

The Leadership approached

are more of Situational

Leadership and

Transformation Leadership,

but bottom line more

visibility on Shared

Leadership (Team or Patrol

System).

Staff People are hired on

Personal recognitions

and based on

sentiments

People are hired in

accordance with the

provisions of Life Cycle of

Adults in Scouting

Skills Skills are restricted to

the conferment of the

old structures

Skills are diverse based

different competencies to be

developed

SCOUTING MANAGEMENT PROCESS

LEVEL ONE MANAGEMENT SKILLS:

Basic Management Skills for Beginning Managers

It is the foundation of the management skills pyramid, which

shows the skills a manager must master to be successful and

shows how these management skills build on each other toward

success.

There are four basic management skills anyone must master to

have any success in a management job. These four basic skills are

plan, organize, direct, and control and are discussed separately in

detail below.

LEVEL TWO MANAGEMENT SKILLS:

Management Skills for Developing Your Team

It is the team building skills any developing manager must

master. It shows the skills a manager must master to be

successful and shows how these management skills build on each

other toward success.

There are three categories of team management skills anyone

must master to have any success in a management job. These are

motivation, training and coaching, and employee involvement

and are discussed separately in detail below.

LEVEL THREE MANAGEMENT SKILLS:

Personal Management Skills

It is the next level of the management skills pyramid, which

shows the skills a manager must master to be successful and

shows how these management skills build on each other toward

success.

There are two areas of personal management skills you must

master to be successful as a manager. These are self-

management and time management.

LEVEL FOUR MANAGEMENT SKILLS:

Leadership Skills

Ask anyone and they’ll tell you. There’s a difference between

managers and leaders. Ask them what that difference is and they

may have a bit more difficulty. Suddenly the words become

amorphous and undefined.

Somehow leadership is an intangible - a charismatic component

that some people have and others simply don’t. That’s why,

according to the ubiquitous “they”, it is such a rarity.

The difference between being a manager and being a leader is

simple. Management is a career. Leadership is a calling. You don’t

have to be tall, well-spoken and good looking to be a successful

leader. You don’t have to have that “special something” to fulfill

the leadership role.

What you have to have is clearly defined convictions - and, more

importantly, the courage of your convictions to see them

manifest into reality. Only when you understand your role as

guide and steward based on your own most deeply held truths

can you move from manager to leader. Whether the group you

oversee is called employees, associates, co-workers, teammates

or anything else, what they are looking for is someone in whom

they can place their trust.

Someone they know is working for the greater good – for them

and for the organization. They’re looking for someone not only

that they can - but that they want to - follow. Because it is only

when you have followers -people who have placed their trust in

you - that you know you have moved into that leadership role.

And the way you see it is that your organization is transcending

all previous quality, productivity, innovation and revenue

achievements. You’re operating at such a high level of efficiency

that you’re giving budget back to the corporation - and you’re

still beating your goals.

You’re achieving what you always dreamed could be achieved.

And not only that, but it’s actually easier than you thought.

Because you’re a leader. Because the classic command and

control management model - which, contrary to popular belief

still applies even in our most progressive 21st century companies

- is no longer in play. Sure, controls are in place.

Sure, you’re solving problems that arise.

But it’s not just you alone. You have the people in whom you’ve

put your trust - and who have happily and safely reciprocated - to

help you create organizational success.

Where to start?

• Begin by discovering exactly what your convictions are.

• Clarify and codify for yourself what you believe in.

• Then, take a nice step back and see how those beliefs are

playing out in the organization as it stands today.

CASE STUDY: Describe the Scouting Management processes in

Nigeria with references to the following Scouting Levels.

State Scout Association, Divisional Scout Council, Districts or

Local Association, Group Scouts Council, Cub Pack/Scout

Troop/Venture Crew/ Explorer Team, Six/Patrol/Unit/Crew

GOOD HUNTING GOOD SCOUTING