Kasus

Hire Dynamics yaitu perusahaan kepegawaian, memanfaatkan ledakan gudang di

Jackson County, sekitar 50 mil timur laut dari Atlanta. Sejak 2015, setidaknya ada 31
pusat pemenuhan e-commerce dan depot distribusi lainnya dibuka atau sedang
dikembangkan. Daftar kedatangannya termasuk Amazon.com, Williams-Sonoma, dan
FedEx. Larry Feinstein, kepala eksekutif Hire Dynamics, mengatakan pasar tenaga kerja
lokal sudah ketat ketika Amazon.com Inc. membuka lowongan untuk 1.000 orang tahun
lalu. “Amazon masuk dan menyedot semua tenaga kerja, ”kata Feinstein. Carter's Inc.,
pembuat pakaian bayi dan anak-anak mempekerjakan 40 orang sehari untuk gudang yang
dioperasikan “Setiap klien kami di sana punya menaikkan tarif gaji mereka setidaknya $ 2”.
Menurut agen staf stad Rand, Pengemudi forklift mengharapkan setidaknya $ 15
hingga $ 17,50/jam untuk bagian Georgia. Buruh umum juga mengalami kenaikan upah
menjadi $ 12 atau $ 13 per jam. Pengangguran di Jackson County adalah 3,3% di
bulan Desember, hampir 1 persen di bawah rata-rata nasional.
Ledakan pembangunan gudang membentuk kembali ekonomi nasional yang pernah
mengandalkan pertanian atau pabrik. Antara 2013 dan 2017, developer menambahkan
sekitar 848 juta kaki persegi ruang gudang, atau lebih dari dua kali lipat luasnya sekitar
300 juta kaki persegi selama lima tahun sebelumnya, menurut kepada perusahaan real
estate Cushman & Wakefield. Demand dan supply pegawai diperluas oleh hampir
311.000 dalam dekade hingga 2016.
Di Lehigh Valley, koridor metropolitan yang membentang di Pennsylvania dan New
Jersey, pekerjaan di e-commerce dan pusat distribusi melonjak 10.000 selama lima
tahun terakhir dan sekarang sektor manufaktur tradisional daerah itu hanya beberapa
ribu pekerjaan. "Kita hampir tidak memiliki cukup banyak orang dengan keterampilan
rendah untuk memenuhi semua kebutuhan dalam industri pemenuhan” kata Don
Cunningham, yang mengepalai Lehigh Valley Economic Development Corporation.
Tidak hanya masalah kurangnya tenaga kerja, Tingkat kekosongan ruang untuk
industri di AS turun menjadi 5,2% di urutan ketiga kuartal tahun lalu, perusahaan real estate
Colliers International Group mengatakan ini merupakan rekor terendah, dalam laporannya
baru-baru ini. Kelangkaan lahan seluas 50 sampai 100 acre yang dekat dengan jalan
raya utama dan kemudahan akses ke utilitas telah menyebabkan harga tanah menjadi
lebih dari dua kali lipat dalam beberapa tahun. Harga satu hektar di pinggiran area metro
sekitar $ 50.000 pada 2015 dan sejak itu meningkat menjadi lebih dari $ 100.000,
menurut iklan perusahaan real estate CBRE Group dan Peneliti CoStar Group. "terdapat
konstruksi baru yang sangat significant di sektor itu dan semuanya sidah terserap(lahan) "
kata Barbara Denham, Peneliti ekonom senior Reis Inc.
Perusahaan selalu menempatkan hub distribusi mereka di daerah pinggir perkotaan.
Yang berubah adalah "tepi" tersebut meluas dari 500.000 kaki persegi menjadi jutaan kaki
persegi, kata David Egan, kepala industri dan logistik penelitian di CBRE. Karyawan yang
biasa mengemudi 25 mil sekarang harus pulang pergi dengan jarak sejauh 40 mil,
sangat lama untuk seseorang yang menghasilkan $ 12 per jam.
Amazon, yang memiliki 70 pusat pemenuhan di AS, menjalankan angkutan untuk
karyawan di beberapa lokasi dan membagikan hadiah sertifikat untuk mereka yang mau
carpool, kata juru bicara Ashley Robinson. Robert Connor, 22, salah satu pelamar di Hire
Dynamics yang berharap mendapatkan pekerjaan gudang, tinggal di Winder, Ga., Di luar
Jackson County, “Mengemudi ke sini dan ke belakang membutuhkan setengah tangki,” kata
Connor, yang memiliki 2000 Honda Accord. "Alhamdulillah saya tidak punya salah satu dari
truk enam silinder itu. "
 Enam dari gudang baru di Jackson County melebihi satu juta kaki persegi, dan yang
ketujuh hanya malu (berbeda sedikit), peta menunjukkan. “yang agak sulit dipercaya bagi
saya, Berapa pun di bawah satu juta kaki persegi dianggap kecil” kata Mike Buffington,
penerbit Jackson Herald dan beberapa surat kabar kecil di wilayah tersebut. Secara
kebetulan, satu juta kaki persegi adalah seukuran mal regional, banyak di antaranya
berjuang keras karena semakin banyak orang Amerika yang berbelanja online. 2.468
Store kecil (pengecer) di mal besar selain department store tutup tahun lalu, banyak
yang diam-diam tanpa pengumuman, menurut peneliti Green Street Advisors LLC.
Penduduk Jackson County harus menghadapi beberapa sisi yang tidak
menyenangkan dari efek ledakan gudang. Kemacetan lalu lintas di persimpangan
Interstate 85 dengan negara bagian Route 53 dekat Braselton membentang hingga dua mil
di musim liburan, kenang Ronnie Jones, pemilik restoran BBQ Stonewall. Tampaknya
lebih sedikit pelanggan yang datang untuk barbekyu di sore hari. Dia mengaitkan
penurunan bisnis dengan orang-orang menghindari daerah tersebut karena kemacetan
saat gudang kosong di sekitar 16.30. Beberapa penduduk setempat telah muncul di
pertemuan county mengenakan kaos merah (semacam gerakan demo) untuk memberi
sinyal "tidak ada lagi gudang" karena mereka merayap lebih dekat ke daerah pemukiman.
Pejabat pembangunan ekonomi pun bersifat ambivalen (ambigu): Mereka akan
memberikan sambutan baik jika e-tailer datang menelpon, walaupun mereka umumnya tidak
mencari. kata Brian Hercules, kamar dagang eksekutif di Murfreesboro, TN. Salah satu hal
yang juga menjadi concern adalah hilangnya automatization yang merupakan ancaman
dari banyaknya pekerjaan yang tercipta.
Hal lainnya adalah keterbatasan rumah dengan harga yang terjangkau.
Murfreesboro karyawan Amazon sejak 5 tahun lalu sementara saat ini dia juga bekerja di
Ebuys Inc., (menjual alas kaki dan aksesori secara online) yang membuka gudang di sekitar
Rutherford County setahun lalu mengatakan “Anda bisa bekerja pada satu atau dua dari
bisnis ini dan itu bagus, karena Anda punya persentase tertentu dari populasi dengan
keterampilan itu” kata Hercules. Namun, terdapat batas seberapa banyak mereka
membantu ekonomi orang lokal, dia berkata: "Dengan $ 25.000 setahun, jika Anda
memiliki seorang istri dan dua anak, apakah Anda? akan bisa membeli rumah?”
Secara keseluruhan, boomingnya gudang di Jackson County berdampak positif,
meskipun sesekali mengganggu lalu lintas sesekali dan memberi tekanan pada
ketersediaan perumahan, kata Jim Shaw dari Kamar Dagang Area Jackson County. Warga
yang dulu bergantung pada pabrik tekstil yang sekarang ditutup atau industri
pengolahan unggas yang masih aktif menemukan pekerjaan shift malam di gudang.
“Kami telah mengisi banyak pekerjaan di pusat distribusi selama beberapa tahun terakhir
tahun, "kata Shaw. “Saya sering bertanya-tanya apakah, Sekeras apapun pekerjaan itu,
tampaknya lebih mudah daripada bekerja di kandang ayam pedaging”.
 Ringkasan kasus
● ledakan gudang di Jackson County
● Sejak 2015, setidaknya ada 31 pusat pemenuhan e-commerce dan depot distribusi
● pasar tenaga kerja lokal sudah ketat
● Buruh umum juga mengalami kenaikan upah menjadi $ 12 atau $ 13 per jam.
Pengangguran di Jackson County adalah 3,3% di bulan Desember, hampir 1 persen
di bawah rata-rata nasional.
● Antara 2013 dan 2017, developer menambahkan sekitar 848 juta kaki persegi ruang
gudang, atau lebih dari dua kali lipat.
● Demand dan supply pegawai diperluas oleh hampir 311.000 dalam dekade hingga
2016.
● pekerjaan di e-commerce dan pusat distribusi melonjak 10.000 selama lima tahun
terakhir
● sektor manufaktur tradisional daerah itu hanya beberapa ribu
● tidak memiliki cukup banyak orang dengan keterampilan rendah
● Tingkat kekosongan ruang untuk industri
● Kelangkaan lahan seluas 50 sampai 100 acre yang dekat dengan jalan raya utama
● harga tanah menjadi lebih dari dua kali lipat
● $ 50.000 pada 2015 dan sejak itu meningkat menjadi lebih dari $ 100.000,
● Karyawan yang biasa mengemudi 25 mil sekarang harus pulang pergi dengan jarak
sejauh 40 mil, sangat lama untuk seseorang yang menghasilkan $ 12 per jam.
● Amazon, yang memiliki 70 pusat pemenuhan di AS, menjalankan angkutan untuk
karyawan di beberapa lokasi dan membagikan hadiah sertifikat untuk mereka yang
mau carpool,
● di bawah satu juta kaki persegi dianggap kecil”
● satu juta kaki persegi adalah seukuran mal regional,
● semakin banyak orang Amerika yang berbelanja online.
● 2.468 Store kecil (pengecer) di mal besar selain department store tutup tahun
lalu,
● Kemacetan lalu lintas di persimpangan Interstate
● Ronnie Jones, pemilik restoran BBQ Stonewall. lebih sedikit pelanggan yang datang
untuk barbekyu di sore hari. orang-orang menghindari daerah tersebut karena
kemacetan
● demo) untuk memberi sinyal "tidak ada lagi gudang"
● Pejabat pembangunan ekonomi pun bersifat ambivalen (ambigu)
● hilangnya automatization yang merupakan ancaman dari banyaknya pekerjaan yang
tercipta.
● Hal lainnya adalah keterbatasan rumah dengan harga yang terjangkau.
● boomingnya gudang di Jackson County berdampak positif,
● Warga yang dulu bergantung pada pabrik tekstil yang sekarang ditutup atau industri
pengolahan unggas yang masih aktif menemukan pekerjaan shift malam di gudang.
WHAT DO YOU ACTUALLY NEED TO DO TO CARRY OUT
THE DAY-TO-DAY MAINTENANCE OF AN
ORGANIZATION, AND HOW DO YOU DO IT?
.
In general, the tasks of maintenance come under eight headings:
● The actual work of the organization
● Financial management
● Personnel management
● Board maintenance
● Community relations
● Logistics
● The spirit of the organization
● The big picture

1. THE WORK OF THE ORGANIZATION

a. Making sure the work gets done
In the event of illness, a personal emergency, weather, etc., the right systems can be
lifesavers.
● A system for notifying administrators, participants, other staff, and anyone
else who needs to know when something is canceled or delayed, or when
someone is unable to be where he's supposed to. In addition to specifying to
every staff member whom she should call in that situation, some possibilities
are:
○ Designated phone callers
○ Staff and/or participant phone or contact chains (a participant without a
phone might be contacted by another who lives nearby)
○ E-mail lists
○ Radio and/or TV announcements (for weather cancellations)
● A system for substituting for staff who can't make it. To avoid canceling
programs or services when staff members are sick or unavailable, a common
strategy is for an off-duty staff member to cover another's hours, and then
have the other return the favor later. Many organizations that can afford it
include money for substitutes in their budgets. If you lack the resources for
this, it may be possible to create a pool of volunteers to cover for absent staff
members.
b. Record Keeping
Most organizations need to keep records, whether for tax purposes, for internal
evaluation, for accountability to funders, for external evaluators, or for use in
publicity, fundraising, or advocacy. These records can range from simple notations of
staff or participant hours to long discussions of activities and achievements. They
may include test results, samples or descriptions of participant work, medical reports,
etc.
If record keeping is to be accurate, it needs to be timely, with staff members making
entries each day they work. Everyone has to know what he is responsible for
recording and when, and someone has to make sure that record keeping doesn't fall
by the wayside in the crush of other tasks. No one likes to do paperwork, and it's
often the first thing to be ignored when work piles up. Once you fall behind in it,
however, it's difficult to catch up. If recordkeeping is important for the organization,
you have to attend to it in day-to-day management.
c. Regular staff meetings
Staff meetings - weekly if possible - give staff members and administrators a chance
to keep informed about what's happening in the organization, to share ideas and
successes, to help one another with problems, and to take on organizational tasks.
In order for meetings to be effective and reasonably enjoyable, you have to engage
in some preparation.
Someone - it might always be the director, but it could also be someone else, or be a
rotating position - needs to take responsibility for chairing meetings, and for
generating and/or gathering agenda items. That could mean taking calls or e -mails
from other staff during the week before the meeting, or posting a paper or electronic
agenda sheet where anyone can add to it. It could also mean distributing the agenda
in advance of the meeting, or distributing materials that relate to particular agenda
items (spreadsheets, letters from other organizations, etc).
If you want food or drink at meetings, someone has to buy it, whether the
organization pays for it or staff members take turns providing it. Finally, someone
has to take care of any specific preparations: getting an easel and newsprint, for
instance, or making sure that staff members have completed assignments from the
last meeting. (For more on staff meetings, please see Section 4 of this chapter,
Promoting Internal Communication.)
d. Staff development and information-sharing
No matter what your organization does, staff members will be more effective if they
have the chance to learn new ideas and techniques that will help them become
better at their jobs and to share experiences and ideas with one another. Offering
everyday encouragement here might mean programming some time into staff
meeting for discussion of what people are actually doing, what's been working for
them, new ideas they've encountered, etc. It might also mean developing an in-
house list-serv, specifically for exchanging this type of information. You might start
an in-house staff development program, which either brings in presenters or rotates
responsibility for staff development presentations among staff members.
In any case, someone - again, whether the director, some other individual, or staff
members in rotation - has to take responsibility for polling staff members about their
staff development needs and preferences, finding presenters, and scheduling or
preparing presentations. This becomes even more of a day-to-day task if staff
development meetings are frequent (e.g. weekly or biweekly).
e. Program development
It's important to realize that no matter how well you do your job, it can always be
improved. Good program development (working on ways to improve what you do,
planning new initiatives, incorporating new ideas, etc.) is a daily activity. At the same
time, it depends on the organization and everyone in it taking a long-term
perspective that views the organization as dynamic and subject to constant change.
Program development requires that anyone involved in the work of the organization -
particularly program directors, grant writers, and line staff - be ready each day to
make suggestions or enter into discussion about new possibilities or changes to
make the organization's work more effective. That can be institutionalized through
regular meetings or through a written or e-mail discussion system, or both. In any
case, it should be part of the day-to-day work of the organization.
f. Advertising and/or recruitment
The organization might as well not be doing its work if no one knows it's there. A
constant task is to make sure that the public and the target population are aware of
the organization's name and work. If you offer programs or services, then part of that
task is informing the target population and recruiting participants. Everyday attention
to all this requires:
● Keeping in touch with the local media, placing press releases and stories
about organizational activities, writing or renewing advertisements when
necessary, holding press conferences, etc.
● Maintaining a presence in the target community (through the work of line staff,
regular contacts with key individuals, street outreach, whatever it takes.)
● Enhancing the organization's image through public speaking, attendance at
meetings and forums, service on committees and boards, etc.
2. FISCAL MANAGEMENT
Perhaps no other aspect of organizational management needs as much day-to-day
attention as the financial aspect. Fiscal responsibility requires keeping control of your
money in a number of different ways.
a. Bookkeeping
Whether you do it yourself, have an in-house bookkeeper or accountant, or hire it
out, day to day bookkeeping and accounting have to be correct and current.
Expense and income journals have to be kept up to date (usually within a few days,
ideally daily), and the general ledger - the overall financial record of the organization
- has to be updated and balanced regularly. In addition, you have to keep daily or
almost-daily track of your budget, so you know just where you are in relation to what
you planned for income and expenses. Perhaps most important, you have to
manage your cash flow, so you don't run out of operating money; this is also a daily
or almost-daily chore.
"Cash flow" refers to the actual flow of money through the organization, as opposed
to what's on paper. If you're owed $500.00 by your friend, but he hasn't paid you yet,
and you only have $5.00 in the bank, that's a cash flow issue. You can't pay your
electric bill with the fact that your friend owes you money.
Organizations deal with this issue all the time. Money from grants and contracts
often flows slowly, and fundraising is unpredictable. Bills, on the other hand, come
regularly, and salaries have to be paid. How well your organization manages cash
flow can make a tremendous difference in its health, financial and otherwise.

b. Billing/receiving, paying bills, and payroll

There should be a regular payment and billing schedule, so that bills get paid on
time, there's a steady flow of income, and cash flow stays relatively healthy. The
daily details here seem obvious, but, especially in a large organization, they can
easily get lost. You have to ensure that someone gets the mail every day, that the
bills get to the right person on time, that checks get deposited quickly, and that bills
are paid with a constant eye, not only on the bank account, but also on what's about
to come due.
Payroll, in just about all organizations, is handled on a regular schedule, but there
need to be ways to address holidays, payment during vacations, and other issues
that break the pattern. Some organizations have their payroll taken care of by a
payroll service or a bank, which takes the burden off staff members, but may be
complicated in a situation like those mentioned. How flexible are you prepared to be
about payroll?
c. Tracking grants and contracts
Each grant or contract that funds the organization brings with it daily responsibilities.
You'll need to track each grant or contract separately, so that you can compare it to
your budget, and decide whether your original spending plan was adequate, or
whether it needs to be changed. The funder expects you to know how much of your
funding you've spent at a given time, and in what categories you've spent it. If you're
billing on a contract, particularly, you'll have to provide documentation for your
spending, which means that you have to copy all receipts, payroll stubs, etc. that
pertain to that contract. Much of this tracking and record-keeping requires daily or
almost-daily attention.
d. Ordering and purchasing materials and supplies
Especially where materials and supplies may be crucial - in a community clinic, for
instance, or a child nutrition program - the staff members who use or distribute them
must have an avenue for making their needs known. In some cases, the responsible
staff members may do their own ordering; in others, they may have to submit their
requests to someone else. In either case, there should be a system so that materials
and supplies are constantly available (i.e. get ordered often enough so that they
never run out), at least as long as the money lasts.
An efficient day-to-day ordering process has several elements:
● The person closest to the particular materials or supplies in question has a
guideline for when more is needed
● That person first checks with whoever knows whether there is enough money
available, and where it will come from
 ● If there is enough money, depending upon organizational procedures, he
either places the order himself, or asks the appropriate person in the
organization to do so
● When the order is placed, the cost is conveyed to the bookkeeper or whoever
is responsible for making sure that expenses get recorded properly
Many organizations streamline this process by having the bookkeeper or director do
the ordering. She will know if the money for ordering is available, and can then
record the amount as soon as the order is placed. She might also monitor the use of
materials, and ask questions if it seems significantly different from past use.

e. Banking
The day-to-day issues here include:
● Who goes to the bank when there's money to deposit or other banking to be
done.

Your bank may be able to provide you with a direct deposit option for at least
some of your daily banking needs. Thus, funders or purchasers of your
service may be able to send checks directly - either through the mail or
electronically - to your bank to be deposited in your organization's account.
You may be able to arrange for automatic payment of some bills as well.
Depending upon how efficient this system is and how accommodating your
bank is willing to be, such an arrangement can save large amounts of time
and trouble for your organization.
● Who can actually write checks. In some smaller organizations, both the
director and a Board member may have to sign each check, or any check
over a certain amount. This can create logistical problems if one of the signers
is unavailable at a crucial time. In most organizations, checks are normally
signed by one of two or three individuals, with someone having oversight over
the whole process.

If, for instance, both the director and bookkeeper can sign checks, the
bookkeeper might pay the bills, but the director will decide which bills should
be paid before the bookkeeper gets them. Another standard procedure is one
person normally signs all checks, but one or two others are authorized to sign
if that person is unavailable.
● Someone needs to keep track of cash flow and make necessary adjustments
(e.g. holding up on ordering or waiting to pay certain bills until more cash is
available ).
● Guidelines for transferring money between and among accounts (interest-
bearing and non-interest-bearing, high and low interest, Certificates of
Deposit, etc.) should be developed and followed.
3. PERSONNEL MANAGEMENT
Day-to-day personnel management has to operate on two levels: one is the actual
management of both regular and unexpected personnel issues; the other is
maintaining an organizational climate conducive to staff job satisfaction and
enthusiasm, and - as a result - organizational effectiveness.

4. BOARD MAINTENANCE
Boards are not self-sustaining, but need care and feeding, just as staffs do. There
are some everyday things you can do to keep your Board productive and running
smoothly.
● Someone, almost always the director, must keep Board members -
particularly the officers - informed about the organization and what it's doing.
(Board members, in general, don't need to know about day-to-day operation
or management, except to understand the organization, but should be
informed about any major positive or negative events or conditions that affect
the organization as a whole, and about changes in financial matters.)
● The director should meet regularly - often weekly or biweekly - with the Board
chair to discuss ongoing issues and projects, to plan meetings, set agendas,
etc.
● Meet with individual Board members (perhaps only once or twice a year, but if
you have a large Board, this means a meeting every other week or so) to
make sure that they have Board work that they enjoy and that matches their
talents, that their ideas are being heard, and that they feel satisfaction about
being part of the organization.
● Keep track of and plan for Board training needs. Monitoring training needs is
especially necessary with Boards that include participants or members of a
disadvantaged target population. They may not have had experience on
Boards or committees, or even in meetings, and may need not only training,
but support and mentoring in order to feel comfortable as Board members,
and in expressing their ideas and opinions.
5. COMMUNITY RELATIONS
Maintaining good relations and credibility in the community can greatly increase the
health and effectiveness of your organization. While a good bit of this task usually
falls on the director, larger organizations may split it up among several administrators
and staff members. Whoever in the organization engages in community involvement,
there are some specific actions they can take in the service of good community
relations.
● Attend and participate in meetings of open community groups - economic
development coalitions, human service agency councils, health promotion
committees, etc. Be willing to take responsibility in these groups if you have
the time, and to demonstrate your ability to generate good ideas and to carry
them out competently.
● Network, network, network! Try to forge relationships with individual
community members and leaders - business people, elected officials, doctors,
clergy, educators - so you'll have friends and allies who are respected voices
in the community, and who understand what you do and why it's needed.
Having personal relationships can solve a whole host of problems. One organization
had outgrown its quarters, and desperately needed inexpensive space. The director
called the most important real estate broker in town, whom he knew from United
Way and other functions. Through the broker's intervention, the organization found
exactly the space it needed at a price it could afford.

● Make and maintain connections with other organizations and agencies,

community groups, individuals, etc. to ensure smooth referrals and transitions
from one program to another for participants, and to strengthen recruitment.
These connections may be at many levels - administrators, line staff, support
staff, and volunteers.
● Develop and maintain relationships with the media, and with individual
reporters, columnists, and editorial writers. Call them with interesting stories
or information, and get their help in composing ads, press releases, etc.
● Be willing to serve on organizational and community boards - human services,
hospitals, foundations, etc.
● Speak in public at every opportunity where you can call attention to the work
of the organization, or to the needs of the target population. Possibilities
include service clubs (Kiwanis, Lions, etc.), religious organizations,
community forums, and public hearings on matters that concern the target
population or the work of the organization.
● Encourage everyone connected to the organization - staff, participants,
volunteers, Board members - to participate in the life of the community, both
as citizens and as representatives of the organization.
6. LOGISTICS
The daily concerns here are really basic:
● Keeping the office or workspace clean and relatively neat, which may mean
doing it yourself; staff, volunteers, or participants (paid or unpaid) or a
combination sharing the responsibility; or hiring an individual or cleaning
service
● Ensuring that everyone knows who's opening and closing the office or
workspace and when
● Dealing with security issues
There should be clear security guidelines, but someone has to handle day-to-day
concerns and deal with actual situations - a disappearing key, a participant's abusive
ex-husband at the door, a broken car window. Depending upon what's needed, that
"someone" might be the director, the person in charge at the time, a large male staff
member, etc.

● Paying attention to the condition of equipment - copiers, computers, phones,

etc. - and maintaining, repairing, or replacing it when necessary. Everyone
should know who's responsible for equipment, and whom to report problems
to.
Equipment use may be an issue as well. If computers are at a premium, for instance,
everyone should know who gets priority, whether it's participants at certain times of
day, or the director when she's writing a grant proposal. There may be times when
someone has to referee a conflict or potential conflict over who gets to do what
when.

● Monitoring services, from phones to the organization's law firm, to make sure
that everything is working properly and getting done when it's supposed to.
● Addressing daily emergencies - not just security, but flooded bathrooms,
illness, power failures, bad press...whatever has the potential to seriously
inconvenience or harm people or the organization.
7. THE SPIRIT OF THE ORGANIZATION
Most grass-roots and community-based organizations (and many more
"establishment " organizations and agencies as well) have a sense of mission and
purpose and a belief in what they do that goes far beyond merely liking the work.
The success of much health, human service, and community work depends upon a
passion that keeps people going even when things look bleak, and keeps them from
becoming complacent when things are going well.
It's largely the responsibility of the organization's leader to nurture and support this
passion, and to inspire it by example. She has to be endowed with the passion itself,
and to communicate that. But she also has to have the courage to uphold her and
the organization's principles in the face of opposition, the ethical compass that allows
her to choose the route that keeps to the moral high ground, the strength of
character to remain optimistic in tough times, the creativity to keep the organization
moving forward and improving, and the tenacity and commitment to stay with it for as
long as it takes. All of this can be viewed as part of the daily maintenance of the
organization.
This is not the sort of thing that can be taught in courses, but it is what keeps an
organization going from day to day, week to week, and year to year. In order to
sustain an organization in this way, a leader probably needs to do most or all of the
following:
● Find a personal outlet of some sort - anything from psychotherapy to
weightlifting to a regular informal meeting with other organizational leaders to
discuss the trials of organizational leadership. Burn-out is the greatest danger
of intense, active leadership.
● Strive constantly to be proactive rather than reactive. Engage in, and engage
others in, planning and other forward-looking activities. Maintenance, on some
level, must be seen as moving forward: maintaining momentum, rather than
just holding place.
● Cultivate and train new leadership, so that the burdens of leadership and the
spirit of the enterprise are carried by many, and there are others in the
organization capable of filling the leader's shoes if and when she decides to
leave.
● Remind people every day about why they're there, and try to continue to
provide reasons for them to stay. Maintaining workplace quality of life, and
 maintaining a shared sense of mission are part of building and sustaining a
successful organization.
8. THE BIG PICTURE
An often-neglected part of management, whether day-to-day or long-term, is
monitoring the organization as a whole. All of the day-to-day management items
above add up to a whole greater than the sum of its parts. As a manager, you need
to be aware of how everyone and everything in the organization works together, and
of when something isn't working right. You need to set up feedback systems so that
you can understand relationships within the organization, the relationships of the
organization with the rest of the world, and how these influence one another. You
must have an understanding of the whole as a whole, and be able to see how
intervention in one place will affect other areas.
This section presents day to day management as a series of tasks and proven
principles, but it's also an art. You have to act on your gut feelings as well as your
intellect; if something feels wrong, it probably is. Every organization needs someone
- usually the director, but perhaps someone else, especially in a collaborative or
collective organization - who is responsible for noticing when something feels wrong
and acting to defuse it before there's a crisis...and for noticing when something feels
especially right, and following up on it to help the organization develop. An
organization, like an ecosystem, must be understood and nurtured as a whole if its
parts are to remain healthy.

IN SUMMARY
For a management plan - and the organization it sustains - to work properly, its
elements have to be carried out every day. It helps to develop systems for day-to-
day maintenance, and to make clear who's responsible for what. The general areas
that need attention if the organization is to run smoothly include:
● The actual work of the organization
● Finances
● Personnel matters
● Board maintenance
● Community relations
● Logistics
● The spirit of the organization
In order to keep all this together, it's important that someone - usually the director -
have an overview of the organization as a whole, and be able to recognize and act to
address both potential trouble and potential opportunity. Attending to the big picture
in this way is perhaps the most important daily management task of all.