7.1 Managing the organisation

07 Management and staff

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If governance is the art of steering the direction, management is the art of organising to get there.

The size of the management team in Aboriginal and Torres Strait Islander organisations may be small, but managers often have to take on a wide range of roles and responsibilities, and have to be able to call upon intercultural skills and experience.

7.1.1 What is management and why is it important?

Definition: Management is about obtaining, coordinating and using resources—human, financial, natural, technical and cultural—to accomplish a goal in accordance with set policies, rules and plans. Management can also refer to the people who manage or ‘handle’ this task.

Management within an organisation has many parts, but there are several core areas of ongoing work that are perhaps the most important ones:

Organising	Obtaining and making the best use of resources to achieve the set plan and goals.
Planning	Coordinating to achieve long- and short-term plans and goals.
Motivating	Inspiring and getting others to help achieve plans and goals.
Monitoring	Checking progress to see if the plans and goals need changing.
Innovating	Designing new options and solutions to better achieve plans and goals.
Leading	Determining what needs to be done under instructions and delegation from the governing body.

Managers have a number of functions including monitoring, planning, organising and motivating.

Managers, as a team, have a critical leadership role in the administration of an organisation and in supporting the overall leadership role of the governing body.

‘Best’ or ‘better’ practice for your management simply means what is ‘best’ for your organisation and its members in the context of your cultural, service and legal functions and goals.

It includes having sound administrative and management systems and rules that everyone can work within to get things done properly.

It also means building an atmosphere within your organisation—and internal culture—that encourages trust, honesty and relationships of respect through all levels of the organisation and with members.

You know you have a problem with the management of your organisation when there is:

a high turnover
internal conflicts and factions among staff members
low productivity
poor implementation and reporting of decisions to the governing body
confusion over roles
no policies, procedures or evaluation processes to resolve these matters.

Are there management problems in your organisation? Complete this quick check-up to help you find out.

Check-up-Signs-of-management-problems-final.pdf

7.1.2 Top managers: what do they do?

Getting the desired outcomes from the work of the organisation is the responsbility of the ‘top manager’, sometimes called the Chief Executive Officer (CEO) or General Manager.

The top manager works directly with, and under instructions and delegation from the governing body of the organisation. He or she is the critical link between the governing body and staff of the organisation.

To do a good job, a top manager in an Aboriginal and Torres Strait Islander organisation needs to be able to achieve the goals of the organisation and create a well-performing workplace.

To do a good job the top manager needs to:

Achieve the goals of the organisation	Achieve a well-performing workplace
Make sure the structure, roles and responsibilities of the governing body are understood and supported.	Respect the rights and roles of the governing body. Establish systems that support the effective composition, size and capacities of the governing body so it can adequately do its job. Operate under instruction from the governing body, and be subject to periodic review of their performance by the governing body.
Recognise and publicise the respective roles and powers of the governing body and top manager or management.	Develop clear procedures for implementing the division of roles between the governing body and management. Ensure effective procedures and delegations are in place, and decisions and policies set by the governing body are implemented.
Encourage confidence, commitment and professionalism in the staff.	Decide and publicise who is doing what job. Promote capacity building and career development. Establish a staff code of conduct.
Motivate people.	Have action plans, manuals, policies and other written materials ready for everyone to read. Promote success and recognise personal achievement. Listen to feedback from staff and act on it.
Be responsible for leading the work of the organization.	Be responsible for the performance of staff, including resolving conflict and undertaking individual performance evaluation of all staff members.
Help the governing body and the community develop a clear vision and goal.	Have regular meetings with the governing body. Have regular staff meetings with minutes spelling out actions, review and follow-up. Communicate and feedback to community members.
Plan for the future so that senior employees are replaced quickly without too much disruption.	Employ staff members that are well trained and enthusiastic. Give staff plenty of opportunity for training, leadership and personal development.
Manage the finances and be accountable for how money is spent.	Lay a solid foundation of financial management and reporting systems, including training for the governing body and staff. Make timely disclosures and manage risk. Remunerate fairly.
Make changes to the organisation that might improve how it performs.	Involve staff in planning and reviews.
Make sure people follow the policies and rules developed for the organisation by the governing body.	Ensure policies and rules are well known and there are workable processes for implementing and reporting on progress. Establish and communicate complaints and review processes.
Ensure communication between community members and the organisation.	Communicate clearly and effectively with everyone. Explore innovative media and cultural language formats. Integrate cultural values and communication styles into processes, so that Aboriginal and Torres Strait Islander people feel comfortable in the organisation.

By doing these tasks well, effective managers contribute to effective organisational governance.

Today, Aboriginal and Torres Strait Islander organisations are designing innovative ways of handling this complex set of management functions for their nation and community members.

Some groups are ‘contracting out’ administrative and management roles so they can get on with their cultural and community development work.

Martumili Artists is a hugely successful enterprise of artists from six communities throughout the Pilbara region of Western Australia. They made a conscious decision not to incorporate. Their administration is managed by the Shire of East Pilbara, which also helps them with accommodation and offices. The artists wanted a buffer against the overwhelming workload of managing and reporting on funds, and their Martu elders wanted to govern their ‘unincorporated’ organisation strategically, without engaging in the complexity of the administrative sides of legislated governance.

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