ORGANIZATIONAL STRUCTURE: CHARTING, PERFORMANCE EVALUATION AND REPORTING OF COMMISSIONNERS AND ADMINISTRATORS

SCOUT ASSOCIATION OF NIGERIA NATIONAL SCOUT COUNCIL. ADULT RESOURCES MANAGEMENT WORKSHOP

Venue: International Youth Village, Ajoda New Town, Ibadan
Date: 25th – 26th of February 2011.
ORGANIZATIONAL STRUCTURE: CHARTING, PERFORMANCE EVALUATION AND REPORTING OF COMMISSIONNERS AND ADMINISTRATORS
Presenter: Olusoga A. Sofolahan (Olori Omo-Oba) (LT)
National Adult Resources Manager, Scout Association of Nigeria.

CONVOCATION:
An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment. The word itself is derived from the Greek word organon, itself derived from the better-known word ergon. An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. The World Organization of the Scout Movement (WOSM) is an independent, worldwide, non-profit and non-partisan organization which serves the Scout Movement. Its purpose is to promote unity and the understanding of Scouting's purpose and principles; while facilitating its expansion and development. It has had consultative status with the United Nations Economic and Social Council since 1947. It is recognized by the majority of UN agencies and governments and works in collaboration with other agents in the world of education and civil society. The organs of the World Organization are:

1. 1. World Scout Conferences
2. 2. World Scout Committees
3. 3. World Scout Bureau

The World Scout Conference
The World Scout Conference is the governing body, the "general assembly" of Scouting,
and is composed of all the members of the Organization: the National Scout
Organizations. Its function is to consider the policy and standards of the Scout Movement
throughout the world, formulate the general policy of the World Organization, and take
the action required to further the purpose of the Movement.
National Scout Organizations must gain recognition from the World Scout Conference to
become members of WOSM- and there can only be one NSO per country. Member
Organizations can be represented at World Scout Conferences by a maximum of six
delegates. The Conference meets every three years and observers authorized by their
National Scout Organization are also eligible to register and attend the event.

The World Scout Committee:
The World Scout Committee is the executive body of the World Organization of the
Scout Movement. It is responsible for the implementation of the resolutions of the World
Scout Conference and for acting on its behalf between its meetings. The Committee is
composed of the following members:

Voting members
Twelve elected members, each from a different country. They are elected by the
World Scout Conference by secret ballot, for a six-year term. (Note: The World
Scout Conference in 2008 decided that, starting at the next World Conference in
2011; elected members will serve for only three years, but be eligible for reelection
for one additional term.)
Ex-officio non-voting members
The Chairperson or Vice-Chairperson of each duly elected Regional Scout
Committee
The Secretary General of the World Organization
The Treasurer, who is appointed by the World Scout Committee
A member of the Board of the World Scout Foundation
The Committee normally meets twice a year, usually in Geneva, Switzerland. Its Steering
Committee, consisting of the Chairperson, two Vice-Chairpersons and the Secretary
General, meets as needed.

World Scout Bureau
The World Scout Bureau is the Secretariat of the World Organization. The Bureau is
directed by the Secretary General of the World Organization of the Scout Movement,
who is appointed by the World Scout Committee and is also the Chief Executive Officer
of the World Organization. The World Scout Bureau consists of its world headquarters
and Regional Offices.
The Bureau was first established in London, England in 1920. It moved to Ottawa,
Canada in 1959 and to Geneva, Switzerland in 1968. Regional offices are located as
follows, with the principle office being listed first:
Africa Region: Nairobi, Kenya; Dakar, Senegal and Capetown, South Africa
Arab Region: Cairo, Egypt
Asia Pacific Region: Manila, Philippines
Eurasia Region: Kiev, Ukraine and Yalta-Gurzuf, Ukraine
European Region: Geneva, Switzerland, and Brussels, Belgium
Interamerican Region: Santiago, Chile

Functions of the World Bureau
As the secretariat of the World Organization, the World Bureau has a number of
Constitutionally-defined functions.
1. It assists the World and Regional Scout Conferences, and the World and Regional
Committees and their subsidiary bodies in the fulfillments of their functions. This
includes the preparation of meetings and the provision of the necessary services to
implement the decisions of the various bodies.
2. It provides services for the promotion of Scouting throughout the world.
3. It maintains relations with national Scout organizations and helps them develop
Scouting in their country.
4. It promotes the development of Scouting in countries where it does not exist.
5. It supervises the organization of international and regional Scout events such as
world and regional jamborees.
6. It maintains relations with international organizations whose activities are
concerned with youth matters.
The World Bureau's operations are financed partly from the annual registration fees paid
by National Scout Organizations, based on their membership. Other support comes from
foundations, corporations, development agencies, and individuals.
Support also comes from the World Scout Foundation, which is building a capital
(endowment) fund. Contributions to the Foundation are invested permanently to produce
a regular income for the benefit of the World Organization. The Foundation also
channels non-capital donations for World Scouting.

National Scout Organizations
161 National Scout Organizations are members of the World Organization of the Scout
Movement. The newest member, Belarus, joined on 5 September 2010. Only one
national Scout organization can be recognized in a country. In some countries the
National Scout Organization is a federation composed of more than one Scout
association. Of the 161 National Scout Organizations, 127 belong only to the World
Organization of the Scout Movement (WOSM), and 34 belong both to WOSM and to
The World Association of Girl Guides and Girl Scouts (WAGGGS).
Of the 127 National Scout Organizations which belong only to WOSM, 101 are open to
boys and girls in some or in all program sections. 20 are only for boys. All 34 National
Scout Organizations which belong both to WOSM and to WAGGGS are open to boys
and to girls.
National members are encouraged to notify the World Organization concerning the
creation of new web sites, or changes in their address.
Scouting started in Nigeria in 1915 as an overseas branch of The Scout Association. In
1916 the Boy Scouts of Nigeria were recognized by the World Scout Conference as an
Independent Association.







Performance report
A performance report is a report on the performance of something. They are routinely
produced by government or corporate bodies which, being financed by public or private
money, are required to show that the money, time effort were being spent efficiently and
usefully. Such reports will contain performance indicators which measure the
Zonal Scout Council
State Scout Council
State Scout Committee
Tactical Planning
Process
Divisional Council
District Council
District Scout Committee
Resource
Planning Process
Group Scout Council
Group Scout Committee
Pack/Troop/Crew/Team
Committee
Patrol-in-Council
Task Execution
Process
achievements of the organization and its programs. The purpose of Performance
appraisals are:

• · To provide meaningful feedback to individuals on what is expected of them, advice on how well they are meeting those expectations, and advice on how to better meet those expectations.
  
• · To provide a reliable, long-term, cumulative record of performance and potential based on that performance.
  

Generally, the aims of a performance appraisal are to:

• · Give Commissioners feedback on performance
• · Identify Commissioners training needs
• · Document criteria used to allocate organizational rewards
• · Form a basis for personnel decisions: promotions, disciplinary actions, etc.
• · Provide the opportunity for organizational diagnosis and development
• · Facilitate communication between Commissioners, Administrators and administration
• · Validate selection techniques and human resource policies to meet WOSM Equal Opportunity requirements.
  

• · To improve performance through counseling, coaching and development.

The most popular methods used in the performance appraisal process include the
following:

• · Management by objectives
• · 360-degree appraisal

Management by objectives
Management by Objectives (MBO) is a process of defining objectives within an
organization so that management and employees agree to the objectives and understand
what they are in the organization. The term "management by objectives" was first
popularized by Peter Drucker in his 1954 book 'The Practice of Management'.
The essence of MBO is participative goal setting, choosing course of actions and
decision making. An important part of the MBO is the measurement and the comparison
of the Commissioners’ actual performances with the standards set. Ideally, when
employees themselves have been involved with the goal setting and choosing the course
of action to be followed by them, they are more likely to fulfill their responsibilities.
Some of the important features and advantages of MBO are:
1. Motivation – Involving employees in the whole process of goal setting and
increasing employee empowerment. This increases employee job satisfaction and
commitment.
2. Better communication and Coordination – Frequent reviews and an interaction
between superiors and subordinates helps to maintain harmonious relationships
within the organization and also to solve many problems.
3. Clarity of goals
4. Subordinates tend to have a higher commitment to objectives they set for
themselves than those imposed on them by another person.
5. Managers can ensure that objectives of the subordinates are linked to the
organization's objectives.

360-degree feedback
360-degree feedback, also known as multi-rater feedback, multisource feedback, or
multisource assessment, is feedback that comes from all around an employee. "360"
refers to the 360 degrees in a circle, with an individual figuratively in the center of the
circle.
Feedback is provided by subordinates, peers, and supervisors. It also includes a selfassessment
and, in some cases, feedback from external sources such as customers and
suppliers or other interested stakeholders. It may be contrasted with "upward feedback,"
where managers are given feedback by their direct reports, or a "traditional performance
appraisal," where the employees are most often reviewed only by their managers.