THE NEED FOR EXECUTIVE VOLUNTEERS' DEVELOPMENT IN SOCIAL SERVICE AGENCIES

Abstract

This study is focussed on the perceptions of the chairpersons on the management boards of high performing and low performing social service agencies.

Chapter one presents a discussion of the theoretical framework and a review of the relevant literature. The basic premise is that to function effectively, a management board needs to look into the characteristics of the board members and its composition, board structure and the board's behavioural processes.

Chapter two portrays the methodology used and some of the challenges and difficulties encountered in the research.

Chapter three provides an overview of the profile of the executive volunteers in the study. Differences are observed in the board composition and the volunteer experiences of the board members from both types of agencies.

Chapter four analyzes the structural characteristics of the management boards of both types of agencies - board size, recruitment procedures of new board members, degree of formalization and horizontal complexity of the boards. While these agencies were found to be similar in their board size and degree of formalization, they were different in other aspects. The boards of the high performing agencies were more systematic in their recruitment procedures and believed in decentralizing tasks for board efficiency and effectiveness. V Chapter five focuses on the process characteristics of the management boards of both types of agencies - the mission of the agency, management board operation, board meeting management practices, board leadership and relationship patterns among board members, as well as between the board and staff and with external organizations. Differences were found between these two types of agencies in what the boards prioritized as their main functions and focus of attention. Both groups of management boards also differed in how they practised their board leadership and working relationships among the board members and with the key staff of the agency. Chapter six concludes with an argument that there is a need for executive volunteers development at the social service agencies. Based on the findings and frameworks discussed and analyzed in the study, it is proposed that theories for practice should seriously consider the concept of board development. In the theories of practice, the existing management boards and practitioners who work closely with the boards should pay close attention to the selection process for new board members, the nature of the recruiting process, the nature of the orientation programme for new members, the concept of periodic self-assessment of the boards, the concept of expectations, the nature of involvement of board members and the nature of board - staff relationship.