INT204 Assessment 3 Final-Susan.edited (2)

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1 Assessment 3: Reflective Journal Student’s Name Instructor’s Name Institution Affiliation Course Name & Code Due Date

2 Assessment 3: Reflective Journal Introduction After engaging in the online activities and discussions, it's time to reflect on what you've learned, how the material connects to the course objectives, and its application in real- world scenarios. This reflective paper provides a examination into the discussion and reflective activities over the last ten weeks of INT 204 Introduction to Management in Community Services. I will discuss how my understanding evolved, identifying the most significant learnings that have come from the course including what I've learned, how the material connects to the course objectives. Week 1 The first Discussion Activity required me to explore the key characteristics that make a community service organization effective and successful include strong leadership, a clear mission and goals, efficient communication strategies, active community engagement and sustainable resource management. Through this discussion, I learnt that leadership is essential for the smooth running of an organization as it shows direction to the members and ensures everyone remains focused on achieving their objectives. I also learnt that a mission statement provides basic guidelines on what the organization is striving for and how its assets can help achieve those aspirations. In the first Reflective Activity, I was able to identify my key qualities which makes me suitable for managerial roles is problem-solving ability; this activity made me realize that I have consistently demonstrated throughout my abilities to analyze complex problems from different perspectives before effectively implementing solutions unique to each situation with precision. I realized I am quite detail minded and constantly strive for improvement in all areas; this quality serves me best while managing certain tasks where a sense of urgency,

3 decisiveness and punctuality are required; they also allow me to reach results quickly without sacrificing my quality standards. Week 2 The Discussion Activity for week 2 examined the governance structure of a nonprofit organisation as defined by its board of directors: a group of volunteer leaders who oversee the activities performed by the organization's staff or other executives (Forbes Nonprofit Council, 2018). The board’s primary roles include setting long-term objectives, identifying priority areas that need attention in order to support those objectives, monitoring performance metrics across multiple departments within the organisation, preparing or ratifying annual budgets. In the Reflective Activity, I reviewed the Reichstein Foundation board members’ skills and experience. It is evident that they have a breadth of knowledge which would be extremely beneficial to my being part of the board. My professional background coincides with theirs in terms of business management so it would be a platform for me to express shared ideas among them either through suggestions or engaging dialogue/debates which allude to new perspectives for solutions about certain obstacles the foundation faces. As I have had exposure and enthusiasm toward investing in social causes, I am confident that my involvement within the foundation would enable innovative strides towards removing key barriers against realizing its mission (Hudson 2009). Week 3 The Discussion Activity for week 3 required leaners to explore CEOs in the nonprofit sector need to possess several specific leadership traits and strategies. Transformational leaders are especially valuable, as they have a high potential to inspire motivation (Sharp, 2021). They cause positive changes in organizations through setting out visions which can be seen as attainable, using charisma to gain stakeholder (e.g., employees) support, providing

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4 individualized attention for team members and encouraging creativity (Hudson 2009). It is important for CEOs of community service organisations to have people-oriented skills which may include good communication, collaboration, problem solving or decision-making abilities. For week 3 Reflective Activity, I identified Christine Lagarde as my leader famous for her assertive yet collaborative style of leadership. She appears successful due both her willingness to delegate power engagingly and apply well thought decisions that consider projected outcomes' implications pouring into businesses operating efficiency while being ethical values sensitively conditioned alongside others' interest through democratic consultation processes. Based on Christine Lagarde’s example I assume that by capitalizing effective communication towards cultivating trustful relationships among staffs ensuring mutual integrity. Week 4 The Discussion Activity for week 4 required me to explore the traditional motivational theories, such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, emphasize the importance of fulfilling basic needs and providing intrinsic job satisfaction to enhance performance in community service organizations (Robbins et al., 2019). In contrast, contemporary theories such as Goal Setting Theory or Self Determination Theory hold that individual goals and self-determination are essential for an employee’s motivation, thus resulting in better performance. These theories suggest methods such as performance feedbacks or autonomous what filesystem to increase motivation within an organization. Week 4 Reflective Activity centred on motivating professionals who work at the Asylum Seeker Resource Centre takes more than monetary rewards – it also requires creating

5 a sense of meaning and purpose. Through building positive relationships with fellow staff members, I aim to foster a culture of collaboration that will provide employees with the agency necessary for them to feel empowered. By emphasizing compassion rather than competition among team members, we can ensure alignment between individuals as well as the organization's goals. One way I can maintain such an environment is by recognizing and appreciating employees who make a positive contribution to the Centre. Week 5 Week 5's discussion focused on exploring how community services can build capacity and recover after crisis-related events. We discussed ways in which agencies could ensure their organizations are prepared for impactful events, either natural or man-made. From this, we identified several key strategies such as utilizing evidence-based predictions to anticipate disaster response requirements; collaborating with government authorities to increase access to support resources; developing a suitable risk management plan; and strengthening organizational resilience by establishing crisis actions plans and providing training for staff. Through our group discussions, we were able to come up with innovative ideas on how technologies could be used to enhance data collection processes and build more efficient health models (Robbins et al., 2019). For this week's reflective activity, I developed a marketing strategy plan aimed at increasing client usage for a fictitious agency offering community services for remote village populations. By looking into current barriers preventing people from accessing information about these services such as language issues or lack of financial resources, I identified the target market.This exercise provided me with an understanding of how customer segmentation can help assess the environment in which organisations operate in order to develop an effective marketing plan. I was also able to identify a few common challenges

6 faced by service providers when attempting to improve client engagement. Through this exercise, I gained firsthand experience on how important it is for community service organizations evaluate all aspects before developing an effective strategy plan. Week 6 For week 6's discussion forum, the main focus was around understanding risk management processes within community service organisations and their importance when managing organisational decisions. I discussed various techniques employed by these agencies such as using external audits, conducting regular reviews and engaging in active ongoing training sessions for staff members that can help identify potential risks within the organisation and foster transparent practices (Robbins et al., 2019). The reflective activity in week 6, required learners to undertake an analysis of Marymount Community Centre in Melbourne to identify their current risk management processes. To begin with, I outlined the goals of the organisation along with assessing various external sources that could affect their operations such as local government policies or weather conditions so that potential risks are identified. During this reflection activity I realised how important it is for organisations to assess both its internal strengths and weaknesses while developing risk management strategies. Week 7 The discussion topic for Week 7 was on performance management matters within community service organisations, particularly analysing frameworks used for shifts towards more resource-based services over traditional programs. We discussed how prevalent these shift are within the community service industry and the advantages associated with a more resource-based approach such as improved flexibility when providing services to multiple

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7 target audiences and greater efficiency in evaluating performance amongst employees (Hudson 2009). In Week 7 Reflective Activity. the topic of control systems was explored, such as their importance in break down and execute a strategic plan within community service organizations. For week 3's reflective activity, I was tasked with analysing a case involving Voluntary Welfare organization (VOW) management who wanted to transition from their existing service delivery model towards one based around resources like expertise or knowledge sharing amongst clients instead of classical interventions models previously employed. After assessing the organisational structure of VOW, I determined that employee training sessions would prove beneficial to gradually introduce them towards resource-based workflows. Week 8 In week 8, the discussion forum revolved around the key components of a performance management system. I learnt that organizations use performance management systems to ensure that goals as specified by HR are being met and benchmarking is an effective tool in evaluating and improving strategies. This discussion provided solid insight into performance management system and benchmarking in the context of Community Services Management ( Berends & Crinall, 2014). The purpose of performance management system is to ensure that HR goals and objectives are met for the organization, while benchmarking compares current practice with industry standards or best practices. Through this activity, I learned about how team development strategies can maximize efficiency within community service organizations by setting shared objectives. The reflective activity for this week focused on Working for Victoria (WfV) program launched by the Asylum Seeker Resource Centre (ASRC). This program was designed to

8 provide work experience opportunities for people from diverse backgrounds including asylum seekers and refugees (ASRC, 2021). By engaged with this activity I had deeper understanding about how organization approaches social justice initiatives and evaluate their effectiveness through evaluating programs such as WfV. It gave me valuable insights into creating equitable workplace environment while promoting access to necessary resources (VAHI, 2019). Week 9 The discussion topic in Week 9 discussed effective team development strategies in community service organizations and key factors that contribute to successful team development which include role definitions, goal setting, risk taking, open dialogue among others. Through this discussion, it helped me understand the complexities involved in creating meaningful teams so they can effectively deliver services expected by the public sector entities or nonprofit organizations (Gail McGovern, 2011). The discussion revolved around effective team development strategies with emphasis on maximizing efficiency within community services organizations. It provided me with key factors that contribute towards successful team development, the impact of these factors on team performance & outcomes, and how they could be applied. The reflective activity connected it all together by discussing Generation Z who are fast becoming valued corporate assets due to their tech-savvy nature and aptitude of quickly adopting new technologies. By reflecting on this activity, I gained a better understanding of the importance of generational diversity in workplaces and how organizations can capitalize on what these young adults can offer. Week 9's reflective activity was based on case study regarding Generation Z's in Headspace. This provided me with an opportunity to apply my knowledge from previous lectures on recruitment and selection practices pertaining to Not-

9 for-profit sector and beyond.I learnt about advantages which hiring Generation Z can bring to an organization in terms of flexibility when it comes to embracing new technology or adopting newer methods for delivering services effectively. Week 10 In week 10 discussion forum we discussed about successful management consulting engagements in not-for-profit sector and their impact on effectiveness and sustainability of organizations in that sector. This has enabled me to develop awareness how effective these engagements could be when it comes to addressing current challenges faced by the Not-For- Profit sector. The discussion enabled me to have insights into the processes by which various organizations had incorporated external expertise for tackling economic challenges faced by them through strategic decisions taken at higher level within sectoral lineages. In particular I acquired increased acumen regarding operational implications underpinning utilities associated consultation projects within scope of consulting objectives of uptake and productivity enhancement initiatives concerning non profit organizations operating within community service settings . The reflective activity for this week was engaging with a McKinsey article discussing current economic issues concerning NPOs, where I had identify three strategies that could be applied to future practice scenarios supporting them. Hence, engagement with this activity helped at grasping negative issue sucharticles tend to present while developing skill set necessary for implementing contained solutions as provided by professionals .Altogether, through these discussions and activities I got further insights into concepts examined earlier like goal setting, strategic planning, developing teams and managing resources among others while being prompted to assess my own capacity within utilizing knowledge acquired from those topics in practical settings. This exercise offered me an insight into how management

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10 functions such as planning, leading, organizing & controlling influence functioning of determined organisations framed within sectors underpinned by emerging trends and systemic problems experienced in context to economic challenges. Conclusion This course focuses on the understanding of management in community services from a theoretical and practical approach. Through weekly online activities, discussions, and reflective activities I have developed a deeper insight into how management principles are used to help guide operations, services, resources, and decision-making in the field of community services. Throughout these ten weeks I have taken away a range of knowledge regarding decision-making processes and strategies within community service organizations. Furthermore my understanding surrounding performance management has significantly grown from learning about aspects such as mission statements and measures of success along with valuable skills such as recognizing bias and timely problem solving techniques by taking an orderly approach. These insights can be applied every day whether it be within a work environment or even everyday scenarios helping me stay organised while developing effective solutions to any problems I may face.

11 References ASRC, (2021). The Asylum Seeker Resource Centre Annual Report. Pdf Berends, L., & Crinall, K. (2014). Managers’ perspectives on matters in health and human services management. Forbes Nonprofit Council, (2018). Seven Essential Types of Leadership for Nonprofit Organisations. Forbes. https://www.forbes.com/sites/forbesnonprofitcouncil/2018/09/14/seven-essential- types-of-leadership-every-nonprofit-organization-needs/?sh=738436a31d21 Gail McGovern, (2011). The American Red Cross: On the Path to Stability and Growth. Hudson, M. (2009). Managing Without Profit: Leadership, management, and governance of third sector organisation. Directory of Social Change. Robbins et al. (2019). The Decision Making Process. Sharp, A., (2021). The New Nonprofit Approach To Team Building. Forbes. https://www.forbes.com/sites/theyec/2021/04/29/the-new-nonprofit-approach-to- team-building/?sh=3c1f919e5108 VAHI, (2019). Strategic Plan 2019-2022 of the Victorian Agency for Health Information. ISBN9781-925947-67-0 (Print). Retrieved: http://vahi.vic.gov.au

INT204 Assessment 3 Final-Susan.edited (2)

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