The document provides guidance on external management of social organizations in Europe, outlining key steps such as defining problems, finding relevant information from multiple sources, processing the knowledge, and making decisions in an inclusive process. It also discusses strategic thinking, decision making processes, communication plans, and questions to ask when reporting on activities in order to effectively manage projects and organizations.

1. Leadership and Management of Social Organisations in Europe
MA Comparative European
Social Studies
SWP040ZU
Wednesday, 15 February
Clara Cruz Santos
clarasantos@fpce.uc.pt

2. The external part of management (Focus: management outside the
organization)
Clara Cruz Santos
A Kind of a little manual…
Aims: 2
To practice and reflect skills for effective and efficient working with groups
To explore the concept and application of project management in a European and
international context
1. The External part of management
When you have to manage a Project, organization or even a team there are some
steps you have to make:
(Source: Hari Srinivas, 2011:
1. Defining the problem
Take time to properly define the problem. What is the issue to be covered?
What is the problem? What decisions need to be taken? A fish-bone diagram
will sometimes help in understanding the complex inter linkages that create a
particular 'problem'. For each of the causes or its effects, make a list of
information or data that will be required, and clarify how that information will
lead to a better decision.

3. We can also use the Godet Diagrams like the tree of problems.
2. Finding the information
Determine the sources from where information needed for decision-making can
be obtained. What information needs to be taken? Who has that information?
3
Why is that information being collected by the source? Which component of the
problem at hand will it help? Evaluate the sources to see which of them can
provide the best information, and identify the mode and format in which the
information is presented. Keep in mind that different sources provide
information in different formats (for different reasons!).
Information you Information you
know you have know you don't have
Information you Information you
don't know you don't know you don't
have have
Four states of information possession
3. Processing the Knowledge
This where the information gathered is matched with the problem in hand. The
relevant information from each source is extracted and information from multiple
sources is organized. Which parts of the information collected needs to be
used? What additional data or information is needed? How can information be
best presented to be able to understand the situation and take decisions? The
collected information is evaluated and integrated for its relevance, validity and
interconnectedness.

4. 4
Remember that it is critical to package the information to fit the audience using
the right medium: presenting the right information at the right time to the right
audience.
4 - Taking the decision
In an interactive and inclusive process involving all the concerned parties, form
an opinion from the information collected for its effectiveness and efficiency.
Use it to take the decision. Has the decision taken help in solving the problem
at hand? Was the decision satisfactory and took into account all the views of
concerned parties? A decision taken may need to be examined closely and
refined, and modified to meet differing needs over time.
Remember that implementing the decision (actors and actions), as well as
monitoring and evaluating the actions taken, are integral parts of the decision!

5. Strategic thinking:
The strategic thinking refers to the collective thinking in order to better
understand the path (the raison d'etre) and future (the objectives in the
medium and long term) so as to make social management or either in becoming
organizational daily life more efficient, facilitating the production of ideas and
projects as well as analysis, observation and management of teams. Results of
5
the encounter and debate between the various social actors giving freedom to
team members and results in a richer process of building a collective creation
where all stakeholders are engaged and see themselves in it.
The strategic thinking is based on the concept of strategic dialogue in which
the personal interaction and group work are based on the following principles:
1. The achievement of further information and promotion of creativity;
2. More commitment and accountability of people who form part of the project
or organization
3. Establishment of potential and learning spaces
4. Functional flexibility: ie all team members know the function, the projects and
skills of each other.
How does it function?
Some apparently simple steps:
1. Clear definition by the manager / leader of the mission and principles
connected with the project / organization.
2. Definition of the values associated with the project / organization which
make it clear what are the expectations expected from individuals and the
group as a whole.
3. Definition of objectives and outcomes. It is important that this step could be
liable to be quantified in time and space. A SWOT analyses can be use.
THE DECISION-MAKING PROCESS
A simple process
The decision-making process can be summarized as “three-plus-one”
activities:
1) Assessment and information activities: the situation is assessed
continuously and relevant information gathered on an ongoing basis.

6. 2) Strategy and action planning: strategies and action plans are drawn up
jointly and agreed upon by all stakeholders. Implementation: strategies and
action plans are implemented.
3) Institutionalization: throughout the process, participatory capacities are
built and arrangements for a sustainable decision-making process
institutionalized.
6
Communication and Reporting
(Jane Cravens, 2012)
Many report writers get around these obstacles by interviewing field staff about their
work, so that needed information is provided through answers to questions. Such
interviews, with standardized questions, not only gather the information needed for
major reports, they can also build the capacity of field staff to provide written
information themselves
based these questions on
 previous monthly and quarterly reports by the project.
 suggestions and questions from donors, and what we anticipated they might
start asking for
 the initiative's stated objectives
 what information could be used for evaluation purposes later
REPORTING QUESTIONS
 What did your unit accomplish this month/quarter?
o Committees/assemblies established (where? how many? purpose?
results/outcomes/impact?)
o Planning processes undertaken (where? how many? purpose?
results/outcomes/impact?)
o Workshops undertaken (where? how many? purpose?
results/outcomes/impact?)
o Workshops attended by staff (where? names of workshops? sponsors?
purpose? relationship of workshop's goal to our work?)
o negotiations? collaborations? (with whom? purpose?
results/outcomes/impact?)

7. o evaluation undertaken? (purpose? method? time frame? results? how
results will be/have been communicated?)
How were the focus group involved in the activities and in this reporting period?
o What activities did you or those you support undertake that were
specifically focused on the target group? (results/outcomes/impact?)
o How did you outreach to the target group during this reporting period?
7
(results/outcomes/impact?)
o How many elements from the target group were involved in each of your
activities?
o Did you have any meetings with others regarding the targed group-
related activities? (what? why? results/outcomes/impact?)
o Did any of your activities focus on income-generating activities/jobs ?
o Did you face any specific difficulties in involving the target group?,
 HR/Staffing issues
o Did you create a post? (name of post? purpose? temporary or
permanent? who funds?)
o Did you interview anyone? (for what post? how many did you interview?
any special challenges?)
o Did you hire anyone? (for what post? any special challenges in the
hiring process?)
o Did you fire anyone? (for what post? why? how will this affect the
program? will he or she be replaced?)
o Did any staff attend any trainings or take any classes? (name of
workshop or class? purpose?)
o How is staff dealing with the work to be done? (enough staff? enough
qualified staff? training needed?)
 Misc.
o Did you create or introduce new systems, rules, regulations or
procedures? What and why?
o Did you engage in any activity or process to encourage transparency
and accountability?
o Did any of the projects with which you are involved create skilled or
unskilled labour days? How many?
 Other significant challenges and how you dealt with each:
o Conflict? Disagreements?

8. o Corruption? (bribes, falsifying reports, etc.)
o Misunderstandings?
o Lack of funds / funding gaps / funding installments?
o Policy changes?
o Security?
o Procurement?8
8
o Transportation?
o Facilities?
o Bureaucracy?
 Training/Workshops
o That your unit provided (dates of event? purpose?)
o That your unit attended (dates of event? sponsors? purpose?)
 Communications/Reporting issues
o proposals drafted or finalized? (name? purpose? how delivered & to
whom?)
o plans drafted or finalized? (name? purpose? how delivered & to whom?)
o guidelines drafted or finalized? (name? purpose? how delivered & to
whom?)
o debriefing provided? (to whom? regarding what subject? goal of
debriefing?)
o HR issues affecting communications/reporting?
o communications/reporting with internal staff? government staff/officials?
partners? donors? (who? what? when? why? how?)
o submitted information for the web site? (what?)
o translation issues?
o computer issues?
o how communication is done (face-to-face? onsite? phone? email?
issues with each?)
THE COMUNICATION PLAN:
A communication plan defines the steps that need to be taken in order to realise your
communication strategy. It describes how you intend to communicate the right
messages to the right people at the right time. Within a Communication Plan, the
communication goals (objectives of communication), stakeholders and strategies,

9. activities, methods employed and timeframes are elaborated. An effective
communication plan:
 defines your objectives – what message(s) do you want to ‘get across’
 defines your ‘publics’ or audience – who are you going to communicate with?
 defines what needs to be done and by whom
 stipulates which methods will be used
9
 establishes a timetable
 provides focus for day to day activities
 outlines any training requirements
 helps control communication
 aids evaluation (by setting quantifiable objectives)
 should be frequently reviewed and modified if appropriate
Critical Repport of Activities
Provide the data about the activities most prominent, with objective
and critical information about the effort dispensed in order to reach the
inherent expectations about the issues and needs present in the initial
diagnosis.
It must describe:
. The activities that most contributed to the development of the
project and its justification
. Factors which influence the success as well as the constraints of the project.
Expectations and future proposals for it continuity and sustainability

10. 10

11. 11

12. 12

13. Bibliography
Cravens, J (2006) Basic Tips for Fund-raising for Small NGOs in Developing Countries.
www.coyotecommunications.com visualized in 10 th February 2012.
Cravens, J (2012) Questions to Ask for a Major Report from the Developing World. 13
www.coyotecommunications.com visualized in 10 th February 2012.
Lopes, A (2006) Gestão de Recursos Humanos versus Gestão de Pessoas: a arte do
equilíbrio entre a iniciativa e a cooperação nas organizações. Lisboa: ISCTE.
Santos, C; Albuquerque, C & Almeida, H (2012) The process of financing social
entrepreneurship:Tensions between normative discourse and procedural acting. ACRN
Journal of Entrepreneurship Perspectives. Vol. 1, Issue 1, p. 1 – 12, Feb. 2012 ISSN
2224-9729.