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Association Management Excellence Become an Expert By Preparing for the CAE Exam von Abrams, D. A. (eBook)

  • Erscheinungsdatum: 02.10.2015
  • Verlag: BookBaby
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Association Management Excellence

The CAE certificate is one of the most selective and unique credentials in business today. There are, in fact, only 4,000 Certified Association Executives, a mere 2.5% of all professionals managing associations and non-profit organizations. If you aspire to become one of them, it's an excellent ambition. I'd like to help you succeed. This book is designed to do three things. First, it seeks to explain the CAE certification and its many benefits, in the hopes that you will join me in preparing for and attaining this credential. Second, it will provide a step-by-step process for preparing for the CAE examination, strategically and comprehensively. Third, it sets out to explain how to ready yourself for the test itself, and to offer specific recommendations and solid tactics for approaching it, so that you achieve your objective and complete it, successfully and with ease. It also includes two bonus chapters based on my other books. Because Diversity and Inclusion are integral to my personal understanding of how best to manage and understand non-profit institutional excellence, this book includes a special section on D&I that will benefit every executive preparing to take this test. The other bonus focuses on new-school leadership in the 21st century, and details my framework for succeeding as a leader in a dynamic but ever-changing management landscape.

Produktinformationen

    Format: ePUB
    Kopierschutz: AdobeDRM
    Seitenzahl: 312
    Erscheinungsdatum: 02.10.2015
    Sprache: Englisch
    ISBN: 9781483559582
    Verlag: BookBaby
    Größe: 418kBytes
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Association Management Excellence

CHAPTER 5 DOMAIN 2: LEADERSHIP This domain covers the components of excellent leadership, including ethics, negotiation, and sophisticated interpersonal relations. It will comprise 14-16% of the CAE exam. The questions that pertain to this subject area may appear to cover membership or governance, but in fact are testing your understanding of the best practices for decision making, organizational culture, collaborative leadership, and managing people. SPIE applies here, as well: a good leader Scans, Plans, Implements, and Evaluates at any opportunity. A good leader is aware that, while communications involve M2M (member to member) and S2S (staff to staff), a CSE communicates with other Chief Executives. And a good leader knows that, in order to build trust , they must achieve results, act with integrity, and demonstrate concern. Understand the key processes of management and leadership. The former is decision-making, creative thinking, directing and controlling, listening, problem solving, implementing and technology. The latter is inspiring creativity, ensuring understanding, supporting, empowering, humanizing, and resolving conflicts. Organizations that "avoid conflict and confrontation cannot function as an aligned team." By contrast, teams that engage in Constructive Confrontation have "lively, interesting meetings, extract and use team members' ideas; solve real problems quickly, minimize politics, and put critical topics on the table for discussion." Know the ways in which constructive confrontation can bring teams together through creating an honest environment where you can manage conflict. Seven possible leadership competencies include servant leadership, creating and communicating vision, promoting and initiating change, building partnerships, valuing diversity, managing information and technology, and achieving balance. A number of the recommended reading books look at effective leadership strategies and organizational culture , which is the "set of policies, practices, values and expectations that define and guide a workplace or organization." The supplementary essays and reviews of innovative models should be surveyed, as well. These include ways to gather and examine both qualitative and quantitative data in the course of decision making. Leadership through data recognizes that making decisions in knowledge-based non-profit associations will only be as valuable "as the quality of the information on which those decisions are based." You need to build databases to guide your management decisions about everything from strategy and policy to programs and delivery systems. Leadership through data involves a "continuous and integrated consideration of member needs, wants and preferences; capacity and strategic position of organizations; external marketplace dynamics and realities; and fairness and appropriateness of choices." The CSE is often called a "servant-leader," given your responsibility to serve at the pleasure of a Board. You are still the organization's leader, however, and must always command the larger picture of that complex, inter-related system that is your institution and the full field with which it interacts. As an association leader, you are responsible for holding this "big picture" vision, and for understanding the benefits of implementing a collaborative leadership model as a way to invite many perspectives, keep an open mind, support your intention to influence not control, and be accountable to stakeholders and mission. Participant Management is a widely esteemed leadership practice. It seeks to involve anyone affected by the outcomes of a decision-making process, to at least some degree. As a leader, you may accept or modify any stakeholder's evaluation of a problem or practice, but it is essential that you give these voices considered evaluat

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