Analyze the leadership strategies and communication practices of the not-for-profit organization you chose for your strategic analysis. Specifically, address the following critical elements: Introduction:
OL 665 Milestone Two Guidelines and Rubric
Overview
Not-for-profit organizations require leaders who can manage them as businesses and also understand the needs of the communities they serve. Inspirational leaders can help not-for-profit organizations achieve their missions and reach their altruistic goals. In addition, good communication practices promote positive public relations and attract supporters.
Prompt
Analyze the leadership strategies and communication practices of the not-for-profit organization you chose for your strategic analysis.
Specifically, address the following critical elements:
- Introduction: Introduce your chosen organization. Include background information relevant to communicating your strategic analysis. Consider when, where, and how the organization was founded.
- Analysis:
- Leadership:
- Discuss the specific board structure present in your chosen organization, including the benefits of this structure.
- Discuss the current management strategies for recruiting, using, and retaining human capital, including to what extent a succession plan is in place.
- Evaluate the current leadership strategies and organizational structure for strengths and weaknesses in managing boards, volunteers, and staff.
- Communications:
- Discuss the organization’s current communication strategies internal and external, for promoting the organization's shared values.
- Discuss the organization's public relations strategies and specific branding techniques.
- Evaluate the current communication strategies for opportunities for advancing the goals of the organization both internally and externally.
- Leadership:
- Conclusion: Write a conclusion to your paper that summarizes the organization’s leadership strategies and communication practices.
What to Submit
Submit a 3- to 4-page Microsoft Word document (not including the title page or references) with double spacing, 12-point Times New Roman font, one-inch margins, and APA formatting.
Milestone Two Rubric
| Criteria | Exemplary (100%) | Proficient (90%) | Needs Improvement (70%) | Not Evident (0%) | Value |
|---|---|---|---|---|---|
| Introduction | Meets “Proficient” criteria, uses organizational information and anecdotes to create a hook, and introduces a controlling idea (thesis) to alert the reader to what to expect from the discussion of leadership and communication | Introduces chosen organization, including all necessary background information relevant to communicating the strategic analysis | Introduces chosen organization, including all necessary background information relevant to communicating the strategic analysis, but introduction is cursory | Does not introduce chosen organization | 15 |
| Leadership: Board Structure | Meets “Proficient” criteria, and discussion demonstrates a sophisticated awareness of the nuances of board types within not-for-profit organizations | Discusses the specific board structure present in chosen organization, including the benefits of this structure | Discusses the specific board structure present in chosen organization, but discussion is cursory, contains inaccuracies, or does not include benefits | Does not discuss the specific board structure present in chosen organization | 10 |
| Leadership: Management Strategies | Meets “Proficient” criteria, and discussion demonstrates a complex grasp of personnel management strategies | Discusses the current management strategies for recruiting, using, and retaining human capital, including to what extent a succession plan is in place | Discusses the current management strategies for recruiting, using, and retaining human capital, including to what extent a succession plan is in place, but discussion is cursory or contains inaccuracies | Does not discuss the current management strategies for recruiting, using, and retaining human capital | 10 |
| Leadership: Leadership Strategies | Meets “Proficient” criteria, and evaluation demonstrates nuanced understanding of how leadership strategies and organizational structure influence managing boards, volunteers, and staff | Evaluates the current leadership strategies and organizational structure for strengths and weaknesses in managing boards, volunteers, and staff | Evaluates the current leadership strategies and organizational structure, but evaluation is cursory or contains inaccuracies | Does not evaluate the current leadership strategies and organizational structure | 10 |
| Communications: Communication Strategies | Meets “Proficient” criteria, and discussion demonstrates a sophisticated grasp of communication strategies used to promote shared values | Discusses the organization’s current communication strategies, internal and external, for promoting the organization's shared values | Discusses the organization’s current communication strategies, internal and external, for promoting the organization's shared values, but discussion is cursory or contains inaccuracies | Does not discuss the organization’s current communication strategies | 10 |
| Communications: Public Relations | Meets “Proficient” criteria, and description demonstrates nuanced understanding of the organization's public relations strategies and branding techniques | Discusses the organization's public relations strategies and specific branding techniques | Discusses the organization's public relations strategies and specific branding techniques, but discussion is cursory or contains inaccuracies | Does not discuss the organization's public relations strategies and specific branding techniques | 10 |
| Communications: Advancing the Goals | Meets “Proficient” criteria, and evaluation demonstrates nuanced understanding of how communication strategies can support advancing the goals of the organization | Evaluates the current communication strategies for opportunities for advancing the goals of the organization both internally and externally | Evaluates the current communication strategies for opportunities for advancing the goals of the organization both internally and externally, but evaluation is cursory or contains inaccuracies | Does not evaluate the current communication strategies for opportunities for advancing the goals of the organization both internally and externally | 10 |
| Conclusion | Meets “Proficient” criteria, and rationale demonstrates an insightful analysis of the organization’s leadership strategies and communication practices | Summarizes the organization’s leadership strategies and communication practices | Summarizes the organization’s leadership strategies and communication practices, but summary is cursory | Does not summarize the organization’s leadership strategies or communication practices | 15 |
| Articulation of Response | Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy to read format | Submission has no major errors related to citations, grammar, spelling, syntax, or organization | Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas | Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas | 10 |
| Total: | 100% | ||||
