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The United States Jaycees

Revised 4/1 /88

CALENDAR OF EVENTS 1988-1989


July 1988
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December 1988 11 World Jaycee Day St. Jude Fundraising Year Begins International BB Gun Championship Match - Colorado Springs, Colorado July Officers Training School - Tulsa, Oklahoma Executive Committee Meeting Corporate / Operating Committee Meetings Executive Board Meeting State Officers Training Governmental Affairs State Program Managers Training School - Tulsa, Oklahoma St. Jude State Program Managers Training School Memphis, Tennessee March of Dimes State Program Managers Training School Deadline for National TOY A Nominations Shooting Education State Program Managers Training School - Tulsa, Oklahoma January 1989

1 - 3 13 - 17 13

12 - 15

14 15 15 - 16 15 - 16

12 12 12 12 13 14 14
15 - 21

21 - 24

Deadline for NOYF nominations Congress of Ten Outstanding Young Americans (TOYA) Tulsa, Oklahoma Speak Up '89 Executive Committee Meeting Corporate/Operating Committee Meetings Executive Board Meeting Hours of Power Delegate Forums TOY A Awards Ceremony National Jaycee Week

28 - 31

February 1989 23 - 26

August 1

1988

National Outstanding Young Farmers Awards Congress Tuscaloosa, Alabama

March 1989

25 - 28

3 - 5

3
4

September 1988 4 - 5 Jerry Lewis Labor Day Telethon - MDA - Las Vegas, Nevada 17 - 20 Governmental Affairs Leadership Seminar - Washington, D.C. 23 - 25 October 1988 15 31 National Metro Conference Canton, Ohio

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15

15 - 18

March Board Meeting .-----./ Tulsa, Oklahoma Executive Committee Meeting Corporate/Operating Committee Meetings Executive Board Meeting Deadline for War Memorial Scholarship entries (one per state) Tulsa, Oklahoma Jaycees International Area C Conference - Hamilton, Bermuda Deadline for HAFL nominations

April 1989

Healthy American Fitness Leaders Awards Congress - Dallas, Texas MDA year-end deadline for 1987-88 fundraising.

June 1989 9 - 11 13 14 - 17

November 1988 1 Start of 1988-89 Muscular Dystrophy fundraising year 3 - 6 Muscular Dystrophy State Program Managers Training School Tulsa, Oklahoma 12 - 19 43rd Jaycees International World Congress - Sydney, Australia 20 - 26 National Jaycee Family Week

30 - 7/2

National Awards Judging Memphis, Tennessee National Individual Competition Memphis, Tennessee Annual Meeting - Memphis, Tennessee International BB Gun Championship Match

Certification Form

Tableof Contents

II. Introductionof Planning Office Information G. FrontJayceesJaycees86-88 Statement H. Back Membership of 49-65 Guide D. I. DegreesTermsSales 73-74 M. Blue Emphasis Area7835 L. Budget and Form 81-82 Team Handling V. Membership Process 33 Delegation B.K. MajorBuildingOath67-71 29 231 T. U.S. Chipof Plan Form 32 S. Springboard ProgramProgram 3 O. Charge Sheet/Financial 31 R. Degrees Blue Procedure42 P. Parliamentary Chip Department The 8311 5 Cover 28 90 84 80 17 77 16 75 13 72 12 66 10 92 91 89 85 79 7 Tips 15 43 40 76 47 8 6 B. Conducting XI. C.F. Chairman'sofJayceesChaptersForm N. Chapter Non-performers 38 X. A.A. Jaycee ControllingGuide 20 Form Defining DirectingCommunityCertification Form 15 AppendixChaptersAwardsBackRequirements Controlling MotivationDuties Applications28 IX. U. Induction PledgeSuccessful Meetings C. ChapterLeadership Form48 E. Member Guide Manual 9 D. Sample Survey for B. PlanningPlanning Form for Survey A. Defining

nts 1988-89

Introduction
You have just embarked on the most important year of your Jaycee career. The office of chapter president makes this organization work. Every accomplishment, large or small, is done on the local level, and you are the leader of your chapter. This handbook has been designed to communicate all the basic information and management techniques you need to effectively function in your office. In it you will find (1 ) a job description outlining your responsibilities as chapter president, (2) the management techniques necessary for you to develop your leadership skills, (3) methods for offering the Jaycee experience to others and (4) all the resources available to you to ensure a year of Blue Chip success. Refer also to the Officers' and Directors' Guide. As the leader and manager of your chapter, you should use all available resources. In order to manage your officers, you should be familiar with their responsibilities. The Officers' and Directors' Guide provides this information. This handbook is best used as a reference book. It is not enough to read this material at the beginning of the year and then set it aside, feeling confident that you are ready to take on the world. Review your handbook regularly. You may find new ideas, answers to problems or just a different way of looking at something each time you read it. The Chapter President's Management Handbook is written in eight (8) basic sections. A. "Our History and Concept," gives you a brief overview of our organization's heritage and how it's relatedto our "total Jaycee concept." B. 'Your Organization," provides an insight to the purpose, structure and le3.dership positions of your state, national and international organization. C. "Introduction to Chapter Management," defines the five functions of management and details the in;1portant responsibilities you have assumed. D. "Planning," provides management tools to coordinate your efforts and your chapter's efforts into an overall success. E. "Organizing," emphasizes a definition of organizing and principles of classical organizing theory. F. "Staffing," concentrates on the methods and procedures to offer the Jaycee opportunity to other young people. G. "Directing," provides information for develop-

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ing a more useful leadership strategy. "Controlling," stresses the importance of ensuring the effective accomplishment of objectives.

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As you begin your year of leadership, be aware of the potential impact you can have on your

members. Through your leadership and management techniques the skills of your membership will increase. They will dare to do things they once thought impossible. They will, however, only reach their potential through you. They will reach no higher than you dare to reach. You are their president. Challenge yourself to be the best you can be.

Your organization, The United States Jaycees, has a rich and impressive heritage. The Jaycee movement began in an era when many organizations were getting their start. Young men's civic groups were sprouting up in cities from coast to coast in the early 1900s. The movement grew as these groups consolidated their efforts. Our movement actually began in 1910 when the Herculaneum Dance Club was formed to socially elevate its members. The Herculaneum was so successful in providing the proper atmosphere for social relationships that it and other groups formed the Federation of Dancing Clubs. The early leader of the Federation, a young bank cashier named Henry "Hy" Giessenbier, played a significant role in changing the dance groups into a dynamic national organization. Giessenbier wanted to develop the business skills and the reputation of young men. This approach was a bit unusual, but became the hallmark of Jayceeism. Hy is referred to as the founder of the Jaycee movement because of this early influence on the organization. He led a meeting of the Federation of Dancing Clubs on October 13, 1915, at the Mission Inn in St. Louis, Missouri. At this gathering, 32 young men agreed to form the Young Men's Progressive Civic Association (YMPCA). After several name changes, the YMPCA became the Junior Chamber of Commerce in 1920. Today, October 13 is "Mission Day" for Jaycees and is observed with membership drives and "M" Night meetings. In the early 20th century, young men were thought unfit to assume business responsibilities. Those who aggressively sought those responsibilities were considered "upstarts." Older businessmen were unsure of young men's skills and were skeptical of their ability to succeed. Giessenbier wanted young men to make an impression early in life,so development of business and leadership skills was offered to members of the early movement. Those skills and other benefits are still offered today. In 1916, the YMPCA changed its name to Junior Citizens at the request of Clarence H. "Daddy" Howard, a St. Louis industrialist and early benefactor of the Jaycee organization. The shortened version of

Our History and Concep_t _


Junior Citizens-J.C.s-became the permanent trademark of this organization for energetic young men. The Junior Citizens affiliated with the St. Louis Chamber of Commerce in 1918. Following the first World War, a plan to form a national coalition of young men's groups was widely circulated. The "St. Louis Plan" resulted in a gathering of 29 organizations from around the country in January of 1920. This caucus on January 21 and 22 is the official date of birth for the United States Junior Chamber of Commerce. Today, the commemoration of the caucus falls within Jaycee Week, which begins the third Sunday of every January. In his address to the caucus, Henry Giessenbier outlined the purposes of Jaycees in America. In the process, he revealed his vision of the movement for all generations to see: "It shall have for its prime purpose to promote cooperation among the young men's business and civic organizations of the country. To increase their efficiency and to create and foster the growth of such organizations. To provide avenues of intelligent participation of the young men in the study of city, state and national problems. To advance the character and business efficiency of its members along clearly defined constructive channels. "It shall further propose to secure cooperative action in advancing the common purposes of its members. To secure uniformity of opinion and concentration of action upon questions affecting the civic and commercial interest of the country. This proposed organization shall, at all times, be nonreligious and non-political. It shall not be an organization for propaganda, but shall be an organization to render service." Giessenbier finished by saying: "I believe the great task that is assigned to us is to put into execution those purposes and, my fellow delegates, may I say that in your hands lies the destiny of a great organization. Let us build it to national recognition. Let us organize it in the interest of the young men for a greater America. Let us not fail in this task." Hy Giessenbier was convinced the principle of the Jaycee movement was sound. In June of 1920,

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when the first Annual Meeting was held, Hy was elected president. Little did he realize how much impact the organization he started would have in America and around the world. He died on November 7, 1935. In the 1920s, the Junior Chamber of Commerce began the first national program, "Get Out The Vote." The program was designed to encourage citizens to participate in their government. As the organization has grown in membership and influence, governmental involvement has remained a national concern. One of the significant accomplishments of the Jaycee movement in the '20s was its role in the development of aviation in America. Many local organizations helped construct and develop airport facilities in their communities. The efforts of Jaycees are also credited with the establishment of regular air mail service in this country. In the 1930s, the organization grew to nearly 700 chapters. A national publication, FUTURE, began. Adoption of a new constitution, design of the official seal of the Junior Chamber and the establishment of the Distinguished Service Awards (DSA) program also took place. In 1938, The U.S.Junior Chamber of Commerce took over the administration of the Ten Outstanding Young Men program. More significant, though, was the role Jaycees had in conserving America's natural resources. Cooperation between groups in Canada and the U.S. resulted in the Quetico Provincial Park in Canada and the Superior National Forest in northern Minnesota. Junior Chamber groups also worked with Garden Clubs, the Farm Bureau, Isaac Walton League and other groups to form the National Wildlife Federation. The Federation represents all conservation groups. Its purpose is to ensure adequate legislation for conserving our natural resources at the state and nationalleve!. When the 1940s rolled around, Jaycees were having an impact in this country. They had worked hard to reduce urban traffic accidents in the '30s through the "Safety With Light" program and the '40s presented new challenges. Even though most of its members would hear the call of duty, the Junior Chamber of Commerce went on record in favor of compulsory military training at the organization's 1940 Annual Meeting in Washington, D.C. While more than 85 percent of the membership was fighting World War II, local groups were conducting scrap drives, selling war bonds and assisting USO chapters to help in the war effort. Despite the hostilities in other countries, the true spirit of Jaycees prevailed in the 1940s. The organization was established in other countries in 1944 during a meeting in Mexico City, Mexico. Today, more than 80 countries are part of the organization known as Jaycees International (JCI). 4

A young Jaycee from Columbus, Ohio, attended the first convention (in Milwaukee) after the war. He was so inspired he wrote the words of what is known today as the Jaycee Creed. C. William "Bill" Brownfield had seen the impact of the movement and put that impact into a statement of belief. A Junior Chamber project that bridged the 1940s and 1950s was a government reorganization. President Truman had asked former President Hoover to review the operation of government. Hoover's recommendations met with a lot of opposition from government officials, 'veterans and other groups. Jaycees backed the recommendations because it was felt the changes would benefit all Americans. The organization's campaign on behalf of the Hoover Report enabled more than 80 percent of the recommendations to be enacted. The 1950s saw the outbreak of another war and saw the Junior Chamber of Commerce working harder to preserve the freedoms of America. President Dwight D. Eisenhower became the first President to address an Annual Meeting of Jaycees in 1953.ln his speech, the president said, "Yours is one of the nation's most distinguished and enterprising organizations. You are young and responsible people, with impressive careers 'and achievements already recorded to your crediLbecause you are both young and responsible, you know what is your greatest responsibility of all-tomorrow-the whole future of freedom." The Junior Chamber worked to obtain statehood for the territory of Alaska during the '50s. Statehood --../ for Hawaii was achieved shortly afterwards. But Jaycees were also concerned about the youth of America and so began the "Junior Citizens Crusade." The Crusade was designed to curb and prevent delinquency by offering constructive activities for youth, such as the Safe Driving Road-e-o and other programs. The efforts did not stop there, however. Jaycees worked to rehabilitate youth who strayed by establishing a uniform juvenile court system and by backing the "Big Brother" program. With the 1960s came efforts to appeal to a broader spectrum of society. The Junior Chamber officially changed its name to Jaycees in 1965. It also required that all members of the national organization become members of the international movement. Jaycees enlightened the country about mental health and mental retardation through a national program in the '60s. The most significant activity of the '60s, though, was the organization's efforts to create a Uniform Vehicle Code. Chapters surveyed local problems and worked to promote enactment of uniform laws by all states and to adopt similar municipal codes. In the 1970s, the national Jaycee movement continued to follow the purposes outlined by Giessen_

bier back in 1920. The organization helped create the National Center for Voluntary Action, but also played a vital role in other areas of public concern. An alcohol abuse program, "Operation Threshold," contributed to an understanding of the problems associated with alcohol consumption. "Operation Red Ball" saw Jaycees distribute more than 5 million fire protection stickers in 1972 alone, as part of a program to aid fire departments in locating children and invalids during house fires. Many other national programs helped young men have an impact on their communities during the 1970s. The history of the Jaycee movement in the 1980s has not been totally written yet. However, in Tulsa, Oklahoma, on August 16, 1984, during a special meeting of The United States Jaycees, the membership voted successfully to expand their membership requirements by admitting women, ages 18-35, as full voting members in The United States Jaycees. In June 1987, another vote revised Jaycee age limits to 21-39, expanding Jaycee opportunities to even more people. Jaycees in the '80s will continue to support America's Olympic athletes, to raise funds to fight muscle-destroying diseases, to be concerned with the conduct of government in this country, to further improve their communities while developing their own personal skills as leaders and will extend the Jaycee movement to other communities and help more young people than ever before create a lasting impact. Changes in the Jaycees will continue. It is through these changes that the organization has grown to the height of what it is today. Changes come through the new ideas proposed by the membership. Each young adult who is a member of this organization is given the chance to grow and develop. For more insight on how the Jaycees has affected the lives of some of its members, a book entitled, On Being A Jaycee has now been published. It is a collection of statements by past Jaycees on what the organization means to them. This history culminates today into what we now term the "total Jaycee concept." This concept is something that you must also understand and communicate to your chapters. The concept is represented by the following logo.

You will note that the logo is an equilateral triangle with the arrows indicating a distinct overlapping. The sides of the triangle represent community development, management development and individual development. The triangle completely surrounds a circle which represents the member. The logo does, in fact, represent a process. It is equilateral, so that equal emphasis is placed upon all three areas of activities and overlapping because each activity is dependent upon the other and is an integral part of the other. It is a process by which the "whole chapter" can offer its members a "total experience"personal growth, development of their managerial skills and effective service to their community. Three functions are absolutely essential for the "total Jaycee concept" to be a reality: management development, individual development and community development programming. If a chapter is poorly managed, it may suffer from lack of organization, morale, pride, fiscal stability or recognition as a credible group. When a Jaycee chapter does not offer selfimprovement programs like Personal Dynamics, Leadership Dynamics, Communication Dynamics, Speak-Up or Family Life Development, it fails to provide an individual member with the most unique tools available within the Jaycees for pursuit of personal goals. When a chapter rests solely on its record of Community Development programs, it may lack the cohesive stability of a well-managed organization, exhaust the leadership currently available or fail to provide for the development of emerging Jaycees. The beneficiaries, when such a cohesive combination of chapter functions complement each other, are the individual member and the community. Only then is it possible to "develop the whole member through the whole chapter" and realize the worth of this total Jaycee concept.

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Your chapter is an integral part of the Jaycee network. This network includes not only your chapter organization,but also a state, national and international organization. As chapter president, you have the opportunity to utilize the entire Jaycee organization.

Your Organization
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You will find the resources of your state organization invaluable. The purpose of your state organization is to assist your chapter in its quest for success. Your state organization offers strength and unity to the chapters within your state. Many projects and pro-

grams offered will not be national programs, but programs tailored to the needs of your individual state. State organizations also assist in the flow of communications between chapters and allow for interactions between chapters at statewide meetings. Your national organization is also there to serve you. The U.S.Jaycees provides chapters with support through national programs, training manuals and materials and through training personnel to provide strength and unity on a nationwide basis for all chapters. Jaycees International (JCI) is also important in your Jaycee organizational network. Through 80 national organizational members (NOMs), which include The U.S. Jaycees, JCI provides services to all local organizational members (LaMs), which includes your chapter. JCI ties together the entire organization with the common philosophy of helping other people and their communities through the ideals of the Jaycee Creed.

Your State Organization


Your state organization is you. Its makeup is a composite of all the chapters in your state. If your chapter plays an active role, your state organization becomes strong. If your chapter chooses not to participate, the state organization weakens. It's that simple. Your chapter makes THE difference. States with good organizations demonstrate time and time again their value to the chapters. Let your state organization help you to better serve your chapter, your members and your community .... goal a you both share. Communications flow much more smoothly from chapter to chapter because of the way the state organization is structured. Regular forums for the exchange of ideas and programs occur at state, regional and district meetings. Interstate communications, such as weekly memos, newsletters, state magazines, newspapers, state mailings, reports and personal contact with assigned state officers exist only because of your state organization. Your assigned district director is the first link in the state organizational structure. The district director's job is to assist and serve your chapter. Your district director is the person you should utilize for assistance, advice and information. The next link in the state organizational structure is the regional director. The regional director assists the district director in helping you. The key point to understand is "helping you." The major responsibility of your district director and regional director is to provide service to your chapter. Ifyou need assistance

with chapter planning, programming information, training of chapter officers or membership recruitment, don't hesitate to callI on your district or regional director. Utilize their services to the fullest. Your state organization is also made up of other state officers to assist you in your quest for success. These officers includ~ state vice presidents in the areas of Management Development, Community Development, Individual Development, Administrative and Membership. Each vice president is an excellent resource filled with programming information and ideas in their specific!area. To assist the state vice presidents, there are state program managers. They help the vice presidents promote specific programs in their area. Your state president is the chief executive officer of your state organization and is your voice on The U.S. Jaycees Board of Directors. One of the greatest concerns tHe state president has is the success of each chapter in the state. Your president will be more than willing to assist your chapter in any way possible. i Many state orgaQizations operate a state office or chapter service center. This is an excellent resource for your chapter. For specific information on your state organization, contact your district director or state office. A full explanation of each state officer position is in the Officers' and Directors' Guide. Each state's organizational structure is different in some way. However, shown here is a common state organizational structure.

Chairman of the Board Secretary Treasurer Legal Counsel


L-J State President

State Office

Programming State Vice Presidents

Area State Vice Presidents

Major Emphasis- Area Program Direct~rs

Regional Directors

Program Managers

District Directors

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Each quarter, your state organization conducts a state meeting. This is where the business of the organization, programming seminars and training sessions take place. It is important that you and your members attend these meetings. You are the voice for your chapter. The concerns of your chapter cannot be heard if you are not in attendance. State meetings are held for your chapter's benefit to gain valuable knowledge and skills necessary to have an impact on your members and community. When it comes to your chapter's success, you have plenty of friends who are willing to assist you. Don't ever hesitate to ask anyone of the state officers, from your district director to your state president, for guidance and assistance.

Your National Organization


Your national organization is composed of all the chapter and state organizations in the country. It is important to keep in mind that all chapters have an equal voice on the national/evel through their state president. Shown below is the national organizational structure:
Board of of Directors Directors Board Committee Executive Committee Executive Executive National State State U.S.State Jaycees U.S. Jaycees I I Chapters National State ffice O Headquarters

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The national president is the Chief Executive Officer of the national organization. The president's major responsibilities deal with conducting the business of the organization, serving as the voice of The U.S. Jaycees at Jaycees International meetings and promoting the Jaycee concept to the business world. The president will attend state Jaycee meetings during the one year term of office to advise state officers and local members on issues facing The U.S. Jaycees. The national president and the 11 national vice presidents are elected at the Annual Meeting held in June every year. Ten of the 11 national vice presidents are each responsible for five assigned states. The other national vice president is the metropolitan chapters' vice president. Three other Jaycees who serve on the executive committee are the legal council, treasurer and chaplain. These national officers are appointed by the president with approval of the executive committee. The chairman of the board and executive vice president also serve on the executive committee. Your executive committee members provide assistance to your state and local officers. They look for problem areas within the state and advise and assist your state officers in finding solutions. They also represent the viewpoints of your state in the meetings of The U.S.Jaycees Executive Committee. At the national level, program information and materials are developed and made available to chapters across America. To best serve you, The U.S. Jaycees Headquarters is structured around the total Jaycee concept. Under the direction of the executive vice president, staff officers work in the areas of individual development, community development and management development. The areas of Public Relations, Publications, Enrollment and Growth, Data Processing, Corporate Development, Production and Sales broaden the services available to the states and local organizations. Do not hesitate to contact your U.S. Jaycees Headquarters if you can use their assistance. For additional information about your national officers, refer to the Officers' and Directors' Guide. The major national training event for state presidents and state officers is the July Officers Training School (JOTS) held in Tulsa, Oklahoma, in July. State officers receive instructions on how they can best perform their duties to help you and your chapter. The U.S.Jaycees recognizes 1a individuals who have demonstrated outstanding leadership in the areas of health and fitness. These ten people are recognized at the Healthy American Fitness Leaders (HAFL) Congress. Nominations come from local Jaycee chapters and other groups and individuals. The forms are distributed in the winter and must be received by The U.S. Jaycees by April 1. Eligibility is

open to U.S. citizens 18 years of age and older. The HAFL Awards Congress is sponsored by Allstate Life Insurance in cooperation with the President's Council on Physical Fitness and Sports. To start Jaycee Week each January, The U.S. Jaycees recognizes America's Ten Outstanding Young Americans. They are selected for exceptional accomplishment and service to others. Individuals have been chosen from the fields of medicine, journalism, business and education, to name a few. Nomination forms are sent to the U.S. Congress, government agencies, amateur and professional sports organizations, Fortune 500 companies, Armed Services and Jaycee chapters and state organizations. The nominees are not required to be Jaycee members, but must be U.S. citizens of Jaycee age (21-39). Nomination forms are distributed during the spring and must be returned to The U.S.Jaycees by August 1. The major national event each year is The United States Jaycees Annual Meeting. Jaycees from across America gather each June for fellowship and celebration. The two big events at the Annual Meeting are the elections of national officers and the presentation of national awards. A complete description of each national meeting and event is found in the Officers' and Directors' Guide. The awards presented at the Annual Meeting are extensions of state awards. The highest achievement a Jaycee chapter can obtain is the Harold A. Marks Memorial Award. The chapter receiving this award is recognized as the number one Jaycee chapter in the nation and is chosen from the Clarence H. Howard Memorial Award winners. The Clarence H. Howard Memorial Award winners for each population division are chosen from the states' population division Henry Giessenbier Memorial Award winners. Complete information on National Awards is located in the Appendix of this handbook. Your national organization is a valuable network of resources, structured to provide your chapter and state organization with services to assist you in being successful.

This is not true. YOU are Jaycees International. In simple terms, the whole (JCI) is the sum of all its parts (each member). Being a member of your chapter, you are autom,atically a member of Jaycees International. Your chapter is one of many which form your state organization. Each of the 50 state organizations form The United States Jaycees. Our national organization - The U.S. Jaycees - is just one of the 80 national organization members which make up Jaycees International. In 1944, the first international meeting, called the Inter-American Conference, was held in Mexico City. In attendance were 38 delegates from eight countries: Costa Rica, EI Salvador, Guatemala, Honduras, Mexico, Nicaragua, Panama and the United States. Raul Garcia Vidal from Mexico was elected as the first international president and the Junior Chamber International was born! Two years later, in February 1946, the first World Congress was held in Panama City, Panama, attendJd by 44 delegates from 16 countries. Since its creation, Jaycees International has contributed to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility and fellowship necessary to create positive change. Jaycees International truly is a Worldwide Leadership Development Organization.

Cu"ent Facts
Today, Jaycees International is comprised of 400,000 members in more than 8,500 chapters. The 80 national organizations represent some 90 nations and territories worldwide. The United States Jaycees is a part of geographical service Area C, "the Americas," and is the largest national organization in JCI, contributing more than 50 percent of the total membership of Jaycees International. Service to the Jaycees in four geographical areas is provided through the Jaycees International World Headquarters located in Coral Gables, Florida. A professional staff of 35 provides multi-lingual membership and development services to organization members. The most commonly used languages are English, French, Spanish and Japanese. They are the four official languages of Jaycees International. To administer this worldwide organization and to provide training opportunities to the individual members, Jaycees International holds Area Conferences and a World Congress every year. The World Congress takes place each November in various locations around the world. The Major Emphasis Theme (MET) for 19881992 is "Jaycees - Young People for World Peace," with the sub-theme "Developing Youth." "Jaycees - Young People for World Peace," not only reflects the philosophy of our organization, but is also -.--/ suitable for emphasis on an international level.

Your International Organization


As a "Worldwide Leadership Development Organization," the purpose of Jaycees International (JCI) is to provide a medium for Jaycees around the world to communicate ideas, exchange cultures and come together for a common purpose - to share the brotherhood of man. A common misconception is that only those individuals who have been awarded a prestigious JCI Senatorshipare members of Jaycees International.

MET kits which more thoroughly explain this program are available through your World Headquarters. JCI Senate Being the highest individual award in our organization, a JCI Senatorship guarantees lifetime membership in Jaycees International.The purpose of a Senatorship is to recognize the outstanding performance of individual members by highlighting a job well done, thereby inspiring other Jaycees to excellence. The United States Jaycees International Affairs Program The mission of The U.S.Jaycees International Affairs program is to increase the participation of The United States Jaycees and its members in international affairs programming and Jaycees International activities through the development, promotion and distribution of program materials and information; and coordination of participation in Jaycees International events. This service, provided by The U.S. Jaycees, was originated for the purpose of inspiring the spirit of internationalism in members of The United States Jaycees.

By involving members and local organizations in the establishment of international cooperative relationships with Jaycees in other countries, young people - tommorrow's leaders - will develop a better understanding of the world in which we live ... and their role in the world society. Your Chapter Involvement in International Affairs To promote further involvement with Jaycees International, The U.S.Jaycees developed the Partners In Brotherhood program. Partners In Brotherhood isdesigned to encourage and assist Jaycees at the state and chapter levels to become directly involved with Jaycees in other countries - primarily through the establishment of twinning partnerships. Twinning is a relationship between two chapters in different countries. Through partnerships such as this, Jaycees in the United States can more readily meet the immediate challenges of a changing world society. Jaycees can provide aid and assistance to people in developing nations and can spread internationalism by deepening people's mutual understanding of differences in cultures and philosophies. The Partners In Brotherhood kit offers many international involvement opportunities and is available from The United States Jaycees upon request.

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INTRODUCTION TO CHAPTER MANAGEMENT

The Importance of Management


'Managers influence all phases of our modern organizations. Plant managers run manufacturing operations that produce our clothes, food and automobiles. Sales managers maintain a sales force that markets goods. Personnel managers provide organi9

zations with a competent and productive work force. The "jobs available" section in the classified advertisements of any major newspaper describes many different types of management activities and confirms the importance of management. You will find that managing a Jaycee chapter is no different than managing a business. Our society simply could not exist as we know it today or improve its present status without a steady stream of managers to guide its organizations. You

will find that by developing your management skills within your Jaycee chapter, they will become very beneficial to success in your job.

THE MANAGEMENT
TASK
Besides understanding the significance of being a manager and its related potential benefits, prospective managers should know what the management task entails. The sections that follow introduce the basics of the management task through discussions of the role and definition of management.
The Role of Management

help you eliminate miscommunication during management -related discussions. As used most commonly in this handbook, management is defined as the process of reaching organizational goals qy working with and through people and other resources. A comparison of this definition with definitions of management offered by several different contemporary management thinkers shows that there is som~ agreement that management has the following three main characteristics: (1) management is a prod~ss or series of continuing and related activities; (2). management involves and concentrates on reaching organizational goals; and (3) management reaqhes these goals by working with and through peqple and other resources. A discussion of each of these characteristics follows.

Essentially, the role of managers is to guide organizations toward goal accomplishment. All organizations exist for some purpose or objective and managers have the responsibility for combining and using all possible resources to ensure that the organizations achieve their purposes. Management moves toward these purposes or goals by assigning activities that organization members perform. If these activities are designed effectively, the production of each individual worker or member represents a contribution to the attainment of organizational goals. Management strives to encourage individual activity that will lead to reaching organizational goals and to discourage individual activity that hinders organizational goal accomplishment. There is nothing more important to management than goals. Management has no meaning apart from its goals. Management must keep organizational goals clearly in mind at all times.

The Management Process: Management Functions


The five basic mamagement functions that make up the management process discussed in the handbook are: 1.

Planning - Planning is determining what work must be done. Planning involves choosing tasks that must b~ performed to attain organizational goals, outli,ning how the tasks must be performed and indicating when the tasks should be completed. Planning activity focuses on attaining goals. Organizing -. Organizing is classification and division of the work into manageable units. It can be thought of as assigning the tasks developed during:planning to various individuals within the organization. Organizing creates a mechanism to put plans into action. People within the organization are given work assignments that contripute to goal attainment. Tasks are constructed so the output of the individuals will contribute to the overall success of the
organization.
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Defining Management
To minimize confusion, you should be aware that the term management can be and is often used in several different ways. For instance, it can simply refer to the process that managers follow to accomplish organizational goals. The term can also be used, however, to refer to a body of knowledge. In this context, management is a cumulative body of information that furnishes insights on how to manage. Management also can be the term used to pinpoint those individuals who guide and direct your organization. It is also commonly used to designate a career devoted to the task of guiding and directing organizations. An understanding of these various uses and related definitions of management should
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3.

Staffing - St~ffing is determining requirements for and ensuring the availability of personnel to perform jthe work. Human resource staffing begins with forecasting the number of I . new personnel who Will be needed because of growth, turnover I'and aging out.
J

4.

Directing - Directing (leading) is bringing


about the human activity required to accomplish the objectives. Directing is also commonly referred to as motivating, leading, influencing or activating and is primarily concerned with people --./ within the organization. Directing can be defined

as the process of guiding the activities of your members in appropriate directions. Appropriate direction, as used in this definition, is any direction that helps the organization move toward goal attainment. The ultimate purpose of directing is to increase productivity. 5.

Controlling - Controlling is ensuring the effective accomplishment of objectives. Controlling is the management function for which managers: (a) gather information that measures recent performance within the organization; (b) compare present performance to pre-established performance standards; and (c) from this comparison, determine if the organization should be modified to meet pre-established standards. Controlling is an ongoing process. Managers continually gather information, make their comparisons, then try to find new ways of improving production through organizational modification. Naturally, if managers wish to be successful, they must learn to perform all five of the management functions well.

Your Responsibilities:
Listed below are your specific and general responsibilities as chapter president as well as the function(s) of management to which they pertain. Throughout the remainder of this handbook you will find ideas, suggestions and methods to assist you in attaining success for each responsibility. Know the duties of each chapter officer and provide assistance and guidance to them when needed. (Controlling.) Conduct a chapter planning session and ensure completion of a chapter plan of action to include a member survey, community needs analysis, planning guide for chapters, calendar of events, organizationalchart, annual budget and membership plan. (Planning and Organizing.) Ensure that training is provided for chapter officers covering job responsibilities and specific duties. (Staffing and Controlling.)
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Provide training for committee chairmen on conducting projects and programs and preparing Chairman's Planning Guides. (Staffing.) Conduct quarterly evaluation meetings with your board of directors. (Controlling.) Oversee completion of Major Emphasis Area and programming portfolio books for year-end judging. (Directing and Controlling.) Complete and submit a Giessenbier entry. (Planning, Organizing and Controlling.) Ensure completion of the chapter Blue Chip requirements. (Controlling.) Properly recognize members through incentives and awards for their achievements. (Directing.) Keep abreast of all awards available to the chapter and ensure that entries are submitted for eligible awards. (Controlling) Conducteffectivemembershipand boardmeetings. (Controlling.) Oversee the financial management of the chapter. (Controlling.) Continually promote growth within your chapter. (Staffing and Controlling.) Personally recruit new members. (Staffing.) Provide direction and oversee the extension and affiliation of new chapters. (Directing and Controlling.) Attend all chapter activities. (Controlling.) Attend the local presidents training provided at your district, region and state local officers training schools. (Planning.) Represent the chapter at district, regional, state and national meetings. (Planning.) Represent your chapter in the community. (Planning.) Personally contact every chapter member at least once each quarter. (Directing and Controlling.) Personally contact each chapter officer at least twice a month. (Directing and Controlling.) Provide regular communication through your chapter newsletter, postcards and telephone. (Directing.) Provide leadership opportunities to your members by effective delegation of duties. (Organizing and Directing.) Exhibit leadership skills through sound decisions. (Directing.) Treat all members fairly. (Directing.)

Managing Chapter Officers


Proper chapter officer management is simply the process of using the resources at hand (officers) in the most effective manner (Plan of Action) to best

servethe needs of your members and your community. You need to develop your team, and you need to constantly provide guidance and direction that will get maximum performance from them.

Building the team - First consider the importance of each officer and their part in the success of the overall plan. Be sure they understand how important they are and that the chapter is depending on each of them to perform. Ask each officer for advice, listen, and respect their opinions. Officers are elected because of their leadership ability and creativity, so give them room to operate and help them attain their goals. Also, it is your responsibility to be sure each officer fully understands their job and what is expected. Don't limit your officers by not being flexible in their job description. Everyone responds to praise. Be consistent in praising officers for jobs well done. Offer encouragement at all times. Your upbeat and positive attitude will keep the rest of the team that way, too. Communication - Active lines of communication must be kept open with all the officers if you want to have a successful year. More so than the other members of the chapter, the officers need to hear from you personally on a frequent basis. The telephone should be your most frequently used means of communication. No matter how often you see the officers in person, you should still call each of them on a regular basis with specific Jaycee questions or recommendations. Keep in mind that every officer has the right to know about everything (good or bad) that affects the chapter. It is your
responsibility to keep' them informed. Accountability - Management of your officers includes keeping track of their activities and personal progress. Just as they expect you to do "State of the Chapter" reports to them occasionally, you should expect them to give you and the chapter status reports on their areas. Prepare a report form with the help of the board and set deadlines for its completion. First, when it is time to reward the producers, these reports can make your job a lot easier by giving you a reference to consult. Second, the reports will help you monitor lack of performance, and you can take corrective or supportive action before problems arise.

member. Every member must be on your team. A person does not develop leadership skills simply because programs and concepts are offered. However, it's up to the chapter to provide for and to manage members' progress as they achieve leadership growth.

Getting to ~now Your Members


Each member is an individual. Each has likes and dislikes. As chapter president, you must determine what motivates each member and use that to encourage participation. To accomplish this, you need to get to know each member. Presidents of chapters under a hundred members should know each member personally. Presidents of larger chapters may need to depend on their directors to find out the personal needs of their members. The following is a list of items that will help you win the confidence and respect of your members. Call all members at least every quarter. Find out how they and their family are doing. Is the chapter fulfilling their needs and wants? Do they have any recommendations? Write to your members every month. Remember to thank them for showing up at a meeting or project. Always encourage them to bring prospective members to the next meeting. Use your newsletterto compliment your members. Recognize achievers for what they have accomplished. Give them credit for their contribution to the chapter and community. Publish their names in the local newspaper whenever possible. Expose your members to the larger scope of Jaycees. Invite state and national officers to speak to your chapter. Develop a call list for yourself, your directors and chapter officers.

Communicating With Your Members


There are many ways to communicate with your members. Before discussing any of those ways, it is important that you understand exactly what communication is. The dictionary defines communication as, "to succeed in conveying information." This means that not only must a message be sent, but it must be received and understood as intended. Talking with a member does not necessarily mean that you have communicated. Was the member listening to what you said? Did the member understand what you meant? Did you say exactly what you ---../ intended to say? If members do not react to your
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Managing Your Members


As chapter president, you and your chapter officers and members developed a Plan of Action to reach the goal of leadership development through community involvement. To reach your goal, you will need to manage the personal growth of every

instructions or requests, remember, they may have understood what they thought you said, but are you sure that what you said is exactly what you meant? Now let's review some of the methods of communication that are available to you:

The Telephone
Your duties are many and you will not always be available for one-on-one contact with your members. Your telephone, on the other hand, is only a few steps away. Call the members as often as you can. Prepare your comments by listing them on a piece of paper. Don't waste time. Greet them, ask about their family, then get to the point. If there are problems to discuss, the member will let you know. Remember to thank all your members for their time, get a verbal commitment and get on to your next call.

The Personal Message


Have postcards printed with your name, title, address, phone number and the name of the chapter on the back. Ask a local business to imprint postage on their meter. Then use the postcard to drop a line to members every time they do something that warrants attention or send one just to say hi, how are you? It will mean a lot. Find out your members' special dates, and send an appropriate congratulations. Set up a card file for this purpose. The more you do for them, the more they will do for you.

One-on-One
There is nothing that takes the place of personal contact. You should try to visit with all chapter members in their homes at least once a quarter. Get to know how they live, what they like, what their hobbies are and what they enjoy about Jaycees. Remember to take time to listen. Ask questions that will get them to tell you why they became Jaycees and what they want to get out of Jaycees. Then, help them fill those needs and wants.

(c) Is it professional in appearance and content? (d) Is it readable? (e) Is it clear, concise, complete and correct? (f) Does each article answer: who, what, when, where, how and why? (g) Do you avoid using abbreviations like CPG (Chairman's Planning Guide)? (h) Does every chapter officer write an article every month? (i) Do you recognize the chapter members who do an outstanding job? (j) Do you recognize and thank each member who renews membership? (k) Do you list the name, address, phone number and job of every new member? (I) Do you include a 45-day calendar showing meetings and events? Just as important, take the time after your newsletter is "pasted up," to go back over these questions to make sure you have included what is needed for a good publication. Note: The Chapter Newsletter Guide is available through The U.S.Jaycees Sales Catalog (No. 5022-0). To assist you in communicating with your members, The U.S. Jaycees publishes FOCUS, a newsletter for Jaycee Leaders. FOCUS provides you with articles on training, chapter management, suggested projects, important deadlines and other articles of interest. Every member of the Jaycees should receive regular issues of Jaycees Magazine, the official publication of The United States Jaycees. As the only communication tool reaching every Jaycee, Jaycees Magazine plays a vital role as a two-way street for communication. Regular features deal with topics for Jaycee members and officers alike.

The Newsletter
The chapter newsletter is the best tool you have to communicate with every member on a regular basis. It should go to every member every month. A newsletter must effectively tell the reader what your chapter is doing and why. Regardless of who in your community receives your newsletter, the most important readers are your members and their interests must be considered at all times. People, events, programs and opinions are the basic ingredients which make up your newsletter. When you are considering the contents of your newsletter, keep the following things in mind: (a) Is your newsletter properly aimed at your readers? (b) Are the articles timely and do they tell the complete story?
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Yourself

Managing

As chapter president, you have an opportunity for personal growth that presents itself to few individuals. How you handle that opportunity depends on you. There are many people who will be counting on you this year. How you handle that responsibility also depends on you. In either case, you owe it to yourself to use all your God-given talents to the best of your ability. You can accomplish this and more if you learn how to manage yourself.

Setting Personal Priorities


Managing yourself and all of your activities this year and keeping them in perspective begins with setting personal priorities. Everyone has a different set of priorities. Some of your chapter's members' priorities or values may be similar to yours, some

may be different. The important point is that a priority should be a motivating force - a force around which you can set goals. To begin setting priorities, look at what you currently do. Which of your present activities are important to you? With the demands of your faith, your family, your job, and your chapter office, you have to decide how you will spend your time this year. Those activities where you decide to spend most of your time should be the most important ones. If you can look "down the road" and "see" that your time in Jaycees will payoff later in your life, you can remove some of the frustration this year. To help you look down the road, examine your priorities and rank the areas of your life in order of their importance to you today: Jaycees - Spiritua/- Mental-Physical -Family - Job. Review your list on a regular basis. Remember that priorities change as you develop and as circumstances change. However, always ask yourself if your activities and actions reflect the importance you have given each area of your life. Otherwise, accomplishment in one area at the expense of another is a sure way to lose in the end.

example, to be successful, an overweight person shouldn't have a goal to quit eating. The goal should be "to weigh 145 pounds by December 1." Three: Goals must be written and specific. Writing specific goals helps to crystallize thinking, and it Four: Goals must be reasonable and attainQ,l'ovidesmeasurement. able. Goals should help provide motivation by providing the experience of success along the way. Five: Your goals must include a personality change. Personality is a "habit of thought." To become successful, your goals must help you "think successfuL" Six: You must have a positive attitude toward your goals. Expect to reach your goal and visualize or picture in your mind the attainment of your goal.

Motivating Yourself
No one else can motivate you. You must motivate yourself. The goal setting process described earlier is the first step. The accomplishment of the goal you set will make you feel good, and you'll appreciate the rewards of your labor. Also, goal setting fosters greater personal growth and increased pride in what you are doing, which helps you motivate yourself. There are some other things you can do besides becoming goal-oriented to be self-motivated. They include: Enjoy what you are doing. It will be a pleasure going to meetings if you do. Be enthusiastic and interested in your job as chapter president. It is easy to be self-motivated when this happens. Be positive at all times. It is very difficult to be self-motivated if you are negative. Maintain a positive self-image. A positive self-image will increase your self-motivation to excel. Strive to continuously improve yourself. The more you work at achieving this goal, the more your self-motivation grows. Accomplish something no matter how small. Doing what you set out to do will keep you selfmotivated. Desire to be the best. Your ambition to excel this year will increase your self-motivation. Be genuinely interested in your members and their problems. Help them achieve their goals, and you'll achieve yours. Keep the lines of communication open to your board and mJmbership. This will reduce tension, decrease friction, and make it easier for you to stay self-motivated. Believe that your members will benefit from your leadership. The more you believe this, the more --/ self-motivated you will be to make it happen. 14

Setting Goals
Now that you've done some self-evaluating and priority setting, you are ready to use this information to set goals. The first step in goal setting is to write your goal on a piece of paper. The next step is to determine immediate action you can take today. How do you determine what that immediate action step is? You begin by realizing that the goal you've written is a long-range goal that requires several months or even years to accomplish. Next, cut your long-range goals down to size. Or, in other words, set short-range goals which are the component parts of the long-range goals. Setting and accomplishing short-range goals gives you quick satisfaction, builds a success consciousness, and helps keep you motivated toward accomplishing your long-range goals. In order for your goals to appeal to you, you must follow some basic guidelines for goal setting. This will help draw you toward them and push you toward success.

Guidelines for Goal SeUing One: Your goals must be your personal
goals. You work for what you want to see accomplished. Don't !!:Y to impress others with statedgoals. TWO: Goals must be your positively. A negatively expressed goal eliminates motivation. For

Using Time Management


You have already read about the first steps of making good use of your time - setting priorities and goals. If you will organize all your activities this year - family, job, Jaycees - on a priority basis, you will accomplish those tasks which give the greatest reward. In addition, you will also manage your time effectively. To help you manage your time more effectively, follow the steps listed below. Respect Time. Each day has only 24 hours, so don't waste it. Analyze Your Time Use. Look at how you presently use your time. Note how long it takes you to accomplish what you want to do. Then, budget your time accordingly. Be an Early Bird. Get to the office or job or meeting ahead of the game. Then, do those things you don't like to do first. Prepare a "To Do" List. List everything you have to do in order of importance. Begin working on the first item and don't stop working on it until it's finished. Then, move on to the second item. Make Appointments. Pre-schedule your meetings, luncheons, dinners, and even phone calls. Make the times specific, not, "I'll drop by sometime tomorrow." Use the Telephone Properly. Before each call, list the points you want to make and keep the call brief and to the point. Use a Pocket Calendar. Include all appointments, deadlines, and commitments in your calendar. Update it on a daily basis and review it weekly. Develop a Personal Filing System. If you don't have a file box, use a cardboard box to organize your materials. File materials on a daily basis. Use a Bring-Out, Follow-Up, or Tickler File. A bring-out file is a series of 31 file folders labeled "1 to 31" for each day of the month and a series of 12 file folders marked "January to December." Use of this system will help you handle assignments, promises and commitments that must be fulfilled at a future date. Create an Idea Trap. When ideas pop into your mind, write them down in a notebook to carry with you. Then, review your ideas at least once a month.

Making Decisions
The most difficult part of making decisions is the possibility of making the wrong one. The fear of failure and the consequences of being wrong make decision making difficult. This emotional stress can be reduced if you understand what a decision is and if you know how to ensure that your decisions are right. Types of Decisions: There are two basic types of decisions: spontaneous and reasoned. The spontaneous decision is often nothing more than a hunch that is based on your experience of what is right and wrong. Using experience as the basis for making your decisions is where you have to be careful. Situations are rarely identical. The second type of decision, the reasoned decision, involves five steps. Step 1:Determine the problem. Continue asking yourself, "Why is this true?" until you determine and define the problem. Step 2: Get as many facts and opinions about the problem as you can. Gathering facts and opinions will prevent you from jumping to conclusions, will minimize the effect of your own prejudices, will allow you to share others' experiences and will help you properly define the problem, in case you've defined it incorrectly. Step 3: Develop alternative solutions to the problem. If you have only one solution, your decision has been made. Step 4: Look at the consequences of each alternative solution. Then select the best solution. That will bring more satisfaction than problems. Be aware of the weaknesses in your selected "best" solution; in most cases, the best solution is still far from perfect. Step 5: Provide for feedback. Even when you follow the four steps above, it is possible to make a wrong decision. That's where this step comes in.You need to know if your decision is wrong and make corrections or adjustments accordingly. "Not to decide is to decide" is a saying you have probably seen or heard before. Not making decisions is a sign of weak leadership. So whatever decision you make, spontaneous or reasoned, make one. If you follow the guidelines for making each type of decision, you can be assured of making the right decision most of the time.

PLANNING
Definition
Planning is the process of determining exactly what the organization will do to accomplish its
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objectives. In more formal terms, planning has been defined as the systematic development of action

programs aimed at reaching agreed business objectives by the process of analyzing, evaluating and selecting among the opportunities which are foreseen.

Primacy of Planning
Planning is the primary management function - the function that precedes, and is the foundation for the organizing, staffing, directing and controlling functions of managers. Only after managers have developed their plans can they determine how they want to structure their organization, place their people and establish organizational controls. Planning, organizing, staffing, directing and controlling are interrelated. Planning is the foundation function and the first function to be performed. Organizing, staffing, directing and controlling are interrelated and based upon the results of planning.

Purposes of Planning
Over the years, several different purposes of planning have been presented. One purpose of planning is to increase the degree of organizational success. Still another purpose of planning is to establish a coordinated effort within the organization. An absence of planning is usually accompanied by an absence of coordination and, therefore, usually contributes to organizational inefficiency. The fundamental purpose of planning, however, is to help the organization reach its objectives or goals. It has been stated that the primary purpose of planning is to "facilitate the accomplishment of enterprise and objectives." All other purposes of planning are simply spin-offs of this fundamental purpose.

Steps in:the Planning Process


The planning process contains the following six steps: 1. Stating chapter objectives. A clear statement of chapter objectiveslis necessary for planning to begin since planning focuses on how the management system will reach those objectives. 2. Listing alternative ways of reaching objectives. Once chapter objectives have been clearly stated, a manager should list as many available alternatives as possible for reaching those objectives. 3. Developing premises upon which each alternative is based. To!a large extent, the feasibility of using anyone alternative to reach chapter objectives is determined by the premises, or assumptions, upon which the alternative is based. For example, two alternatives a manager could generate to reach the chapter objective of increasing membership might be: (1) utilize corporate recruitment or (2) place emphasis on retention. Alternative number one would be based on the premise that the chapter could get a larger share of a new prospective member market. Alternative number two would be based on the premise that the chapter could retain a larger share of an existing membership market. A manager should list all of the premises for each alternative. 4. Choosing the best alternative for reaching objectives. An evaluation of alternatives must include an evaluation of the premises upon which the alternatives are based. A manager usually finds that the premises upon which some alternatives are based are unreasonable, and he can therefore exclude those alternatives
from further consideration. This elimination pro---/

Planning: Advantages and Potential Disadvantages


A vigorous planning program has many advantages. It helps managers to be future oriented. They are forced to look beyond their normal everyday problems to project what may face them in the future. Decision coordination is a second advantage of a sound planning program. A decision should not be made today without some idea of how it will affect a decision that will have to be made tomorrow. The planning function assists managers in their efforts to coordinate their decisions. A third advantage to planning isthat it emphasizes organizational objectives. Since organizational objectives are the starting points for planning, managers are constantly reminded of exactly what their organization is trying to accomplish. As a group, chapter presidents feel that planning is extremely advantageous to the organization. A majority of presidents rank planning as the most important function. If the planning function is not well executed within the chapter, however, planning can have several disadvantages. For example, an overemphasized planning program can take up too much of your officers' and directors' time. Managers must strike an appropriate balance between time spent on planning and time spent on organizing, staffing, directing and controlling. If they don't, some activities that are extremely important to the success of the chapter may be neglected. Usually, the disadvantages of planning result from the planning function being used
incorrectly. Overall, planning's advantages outweigh its disadvantages. generally

cess helps him to determine which alternative 16

5.

6.

would be best to accomplish chapter objectives. Developing plans to pursue the chosen alternative. After an alternative has been chosen, a manager begins to develop strategic (Iongrange) and tactical (short-range) plans. Putting the plans in to action. Once plans have been developed, they are ready to be put into action. The plans should furnish the chapter with both long-range and short-range direction for activity. Obviously, the chapter does not directly benefit from the planning process until this step is performed.

Blue Chip for Success


The key to success for your chapter lies in planning your year and implementing that plan. To help you and your board achieve success, The United States Jaycees Chapter Blue Chip program was developed. The Blue Chip program has a dual purpose. First, the criteria upon which the program is based have proven to be management tools for developing successful chapters. The second purpose is to reward and recognize those chapters who care enough and work hard enough to meet the requirements. In other words, the Blue Chip isn't just more paperwork, but it is a valuable tool for you and your board to use if you expect to have a successful year. Following the Blue Chip guidelines will make the management of chapter activities considerably easier . Blue Chip is the single most important tool you have to activate and involve your members, manage your chapter, serve your community and provide for the leadership needs of each member. Blue Chip and your chapter's participation in it is the very basis for the Springboard and Degrees of Jaycees programs. They all work together to provide for the development of the "whole member through the whole chapter." You will note, The U.S. Jaycees Blue Chip program provides for flexibility in your chapter programming and the requirements also take into account the size of community your chapter serves.

this, you should review with each officer and director their roles of responsibilities and duties in completing the Blue Chip program. These are clearly explained in the Officers' and Directors' Guide in the section, 'You and Your Specific Office." Additionally, you can ensure your chapter's Blue Chip success by incorporating each requirement into your chapter's plan of action and review your progress at your monthly board of directors meetings. To certify for Blue Chip, your chapter must complete eleven mandatory management items and 6 out of 8 optional requirements. Population division nine chapters must complete eleven mandatory items and 4 out of 8 optional requirements. Additionally, membership growth is required. If your chapter is at average chapter size, your chapter must grow by at least one. If not at or above average chapter size, the requirement is to have growth by at least 15 percent. A report form must be submitted to The U.S. Jaycees two times during the year. The first report must be postmarked by August 15 and the year-end report must be postmarked by April 17. Each requirement must be completed by the date indicated and all substantiating material requested must be attached to that report form. The report form can be found in this handbook. Since the report is due two times during the year, you should make a photocopy of the form in this handbook to complete and submit at the required time.

Blue Chip Requirements


Listed here are the Blue Chip requirements and a detailed explanation of each requirement along with references to this manual and to the Officers' and Directors' Guide for more information to complete the requirements.

Blue Chip requirements: Prepare a chapter plan by August 15.


Planning is the basis for a successful year. Without proper prior planning, maximum success will not be achieved. It is only through planning that events and activities happen on purpose, rather than by accident. The secret is to spend time acting and eliminate or minimize reacting time. Your chapter's plan must be attached to your first Blue Chip report form. The following items are key elements that make up your chapter's plan: Conduct a member survey. It is impossible to effectively plan your chapter's year without determining the needs of your members. A simple member survey such as the one described in this handbook will provide you with the information necessary to help plan your year.

Blue Chip Certification


To attain the Blue Chip status of success, your chapter will need to be certified as completing. To do

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Conduct a community needs analysis. Again, an effective chapter plan must take into account the needs of your community. Be it a comprehensive community survey such as the one in this handbook or a simple question and answer session with members of city government, the Chamber of Commerce, school boards or business associations, or with other civic organizations,your chapter must determine the specific needs of the community that you serve. The results of this community surveyor community needs analysis combined with the results of your member survey provide you with the groundwork for your next step. Conduct a chapter planning session. Your member survey and community needs analysis have targeted some general areas and some specific items that your chapter should address. Now you should organize and conduct a complete chapter planning session. Complete the Planning Guide for Chapters. The Planning Guide for Chapters is the tool to accomplish your planning. A copy of the Planning Guide for Chapters Form appears in this handbook. This guide is the basis of effective chapter management and all members of your board of directors should be involved in its completion. Your chapter's complete planning guide must be included in your chapter plan. Prepare a calendar of events. Your chapter must have a timetable that will reflect the projects, programs and events that will be used to accomplish the goals you set in your Planning Guide for Chapters. A complete copy of this timetable must be developed and included in your chapter plan. An example of a calendar of events can be found in this handbook. Prepare an organizationalchart. Every member of your chapter should be shown on your organizational structure. The vice presidents should be indicated with each director who reports to them. This is often referred to as the "chain of command" but in a Jaycee chapter it serves as a field for leadership training and experience. A sample organizational chart can be found in this handbook. A copy must be included in your chapter plan. Prepare an annual budget. Each portion of your chapter's activities is dependent in part on your chapter finances. In preparing the annual budget, you must have the input from every chapter officer with regards to anticipated income and expenses.Analyze each area of the chapter's activities with the responsible chapter officer to ensure that all hidden costs are found and projected income is realistic. Prepare an annual membership plan. To
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effectively manage the personnel resources and the finances of your chapter, it is extremely important that you know when your members come up for renewal. By using the membership plan in the Appendix as an example, you can chart each month's members due, as well as use it as a monthly record of retention and new member adds. In this way you can chart the membership retentionand growth of your chapter. A copy of your chapter's membership plan must be included in your chapter plan. Conduct a board of directorsorientation/social by August 15. This event offers you the opportunity to discuss each officer's duties and responsibilities as well as provide an atmosphere for brainstorming and discussion pertaining to the upcoming chapter planning session. This is also an important itime to begin building your team as discussed in this handbook. Attend your stat~ Local Officers' School by August 15. Comprehensive training in all aspects , of chapter management, personnel management and personal skills are provided. These schools are conducted in your state during Mayor June each year. Similar schools are often conducted at the district and region level to facilitate greater chapter participation. This is also an excellent opportunity for your officers and board of directors to participate in a valuable training session. i Chapters must have more members than its May 1 membership base by April 30. If your chapter is at average chapter size (ACS), it I must grow by at least one new member. If not at ACS, the requirement is to have growth by at least 15 percent. ACS is based on population division. On the Blue Chip certification forms you will need to simply list your current membership size for each r~port. Review the information in this handbook on membership recruitment. Conduct monthly board of directors meetings. Your board meetirigs will be where you conduct the basic business of your chapter. Most decisions affecting the chapter should be made here first, then go to the membership for affirmation. A detailed explanation of board meetings can be found in this handbook. Conduct monthli general membership meetings. One of the most important aspects of your year will be the meetings you conduct. Through them the business of the chapter will be conducted, members' will be informed about the activities and new members will be recruited. Additional information on membership meetings can be found in this handbook. Submit one Majpr Emphasis Area entry in either the Community Development or Indi-

'---'

'-

vidual Development programming areas to your state year-end judging. Your chapter planning has identified specific community or member needs. These MEA entries show how your chapter has conducted projects and programs to meet those needs. A detailed explanation of the Major Emphasis Areas and the chapter management system can be found in this handbook. ConductSpringboard program for new Jaycee members and certify participants. The Springboard program is a gO-day orientation program that helps you involve new members in the Jaycees. This program is administered by The U.S.Jaycees Headquarters staff. Your chapter's main responsibilities are to conduct Springboard orientations and to encourage your members to submit their Springboard Member Survey. Remind your members to use their correct Jaycee 1.0. number when completing their Springboard survey. Conduct the Degrees of Jaycees program for membership and certify participants. The Degrees of Jaycees program is designed to aid individual members and chapters by encouraging member participation and encouraging chapters to provide opportunities for members to participate. The Degrees of Jaycees provides the pathway to the activation of your members, and greater activation means greater participation. The end result is a stronger, more involved chapter. As chapter president, your responsibility is to guide your chapter to greater involvement. By utilizing the Degrees of Jaycees you can accomplish that task. Your chapter must submit the proper information for each of your members as they achieve each Degree. This information must be submitted on the Degrees of Jaycees certification form provided in this handbook. Additional information on the Degrees of Jaycees program can be found in the Appendix of this handbook. Conduct Community Development projects. To be a vital, active part of your community, your chapter must be very active in this area. An explanation of the various types of Community Development projects can be found in the Major Emphasis Areas listed in this handbook. To certify for Blue Chip you must indicate the name of the project and the date that it was conducted on the certification report form. The number of Community Development projects that your chapter must complete can be found in the Appendix of this handbook on the Chapter Blue Chip Form. Conduct Individual Development programs. Personal Dynamics, Leadership Dynamics and
19

Communication Dynamics are mandatory. Conducting Individual Development programs is one of the best ways to meet the self-improvement needs of your members. Since Personal, Leadership and Communications Dynamics provide a basic groundwork for personal and leadership development, they are mandatory requirements for certification. The number of Individual Development projects your chapter must conduct can be found in the Appendix of this handbook on the Chapter Blue Chip form. To certify for Blue Chip, you must indicate the name of the 1.0. program and the date it was conducted on the certification report form. Additional suggestions for Individual Development programs can be found on pages in the Officers' and Directors' Guide. In addition to the above requirements, your chapter must complete six out of the eight optional assignments in order to be eligible for Blue Chip status. (Population Division IX chapters must complete four out of eight optional requirements.) Again, you must include all requested information as indicated. The eight optional requirements are: 1 . Bid or host a certified district, regional or state meeting or event. Throughout the year the opportunity will exist for your chapter to bid for and/or host a meeting or event of this type. Bidding provides your chapter with additional leadership, management and organizational skills. Hosting an event also provides the same benefits and goes a step further by offering your members the chance to not only attend but participate in such meetings or events. For additional information regarding these meetings and events, contact your district director, regional director, state management development vice president, or state office. 2. Attend at least four of any combination of district, regional or state meetings. To provide you with the maximum benefit of training seminars and leadership opportunities, this is an excellent way to involve your membership in district, regional and state functions. Further information is available from your district director, regional director or state office. 3. Extend and affiliate one new Jaycee chapter. Extending the Jaycee opportunity to another community provides your chapter and your members with the chance to put to use their Jaycee salesmanship. In starting a new chapter your members gain not only the initial leadership skills, but they also learn comprehensive yet practical follow-up skills. To certify in this area you must indicate on the report form the name of the extended chapter and the date it was affiliated. Complete information on extensions

and the affiliation process can be found in this handbook. The following optional requirements are based on the various chapter population division sizes. Complete the requirements for your chapter's populationdivision.Attach the requested information to the report forms as indicated. Provide written communication. Communication with your members is vital to successful management and involvement. This includes newsletters, postcards or personal letters that are used to update and inform each member of your chapter. Additional information regarding chapter communications can be found on pages in this handbook. Copies of such correspondence must be submitted for certification. The number of newsletters your chapter must submit can be found in the Appendix of this handbook on The Chapter Blue Chip Form. Conduct orientation programs. The best way to educate and activate your new members is to conduct a comprehensive orientation program. You should provide background information about your chapter, your state organization, The .. U.S. Jaycees and Jaycees International. A detailed explanation of how to conduct an orientation and what to include can be found in the Officers' and Directors' Guide. The number of orientations your chapter must conduct can be found in the Appendix of this handbook on the Chapter Blue Chip Form.
Conduct training for project committee chairmen. This can be one of your greatest leadership

number of visitations your chapter must make can be found in the Appendix of this handbook on the Chapter Blue Chip Form. A list of the chapters that you visited must be indicated on the certification report form.

8.

Conduct Management

Development projects.

4.

5.

6.

This area is designed to enhance the leadership and management skills of your members. The Major Emphasis Areas in Management Development are: Planning, ITraining, Financial Management, Personnel Management. Communication, Recruitment/Orientation/ Activation and Public Relations. Examples of projects in each of these areas can be found in the Officers' and Directors' Guide. To certify for Blue Chip you must indicate the mame of the project and the date that it was conducted on the certification reportform.The number of Management Development projects your chapter must conduct can be found in the Appendix of this handbook on the Chapter Blue ~hip Form. Finally, to certify f6r Blue Chip success, your regional director, district director or state president must sign each certification report form indicating that each of the requirements have been met. As you can see, Blue Chip is truly "a chapter management tool for success." By planning and implementing to meet these requirements. your chapter will have a successful year. This is your management tool. Use it to your advantage, involve all members of your chapter and be proud that your chapter is recognized as "a successful chapter" of The United States Junior Chamber of Commerce.
I

training and involvement tools. These training sessions should cover all aspects of committee chairmanship, from planning and implementation to personnel and financial management to follow-up, evaluation and writing the final report. By utilizingthe Committee Chairman's Workbook, your chapter can train its leaders for tomorrow. The number of training sessions your chapter must conduct can be found in the Appendix of this handbook on the Chapter Blue Chip Form. Additional information regarding training can be found in the Officers' and Directors' Guide. 7.
Make chapter visitations. You and the members of your chapter can benefit from the interaction and exchange of ideas that occur during a visitation. Each chapter may have a unique or innovative way to approach a project you both have in common. Visitations also serve to strengthen your team through the uninhibited brainstorming that often occurs during the trip to and from the chapter you are visiting.Additional information regarding visitations can be found in the Officers' and Directors' Guide. The 20

T ~ -~
.'1.1- ~.
I'~
," , .;,

'"

'1

.. '.' -'~ ,... V

Coordin!ating the Chapte~ Plan


Your first major challenge as chapter president will be to coordinate your chapter's planning process. The success you will experience as chapter president will not be accidental. It will be the result of an effective Plan of Action. Your primary responsibility, -.-/

as chapter president, is to coordinate the development of your chapter's Plan of Action. An effective, well thought -out Plan of Action can determine the destiny of your chapter. You have the opportunity to take control of the reins and affect your chapter's destiny. The level of confidence your chapter's membership has in you will be influenced by your performance during the planning process. You must be prepared!

Components of a Good Plan of Action


A good Plan of Action is the basic means that a Jaycee chapter uses to fulfill its objectives. Your year's Plan of Action should serve your chapter in much the same way the road map serves you when you are traveling. The difference is that you build your own road map as you go through the planning process. The Plan of Action is a guide that will identify the projects to be completed according to the schedule developed by your chapter. The components of a good chapter plan are: 1. Planning Guide for Chapters. This is a stepby-step blueprint answering the six steps of the planning process. A Planning Guide for Chapters is in the Appendix. a. Identify problems or needs in relation to Major Emphasis Area. b. Establish priorities for each MEA. c. Set specific and identifiable goals. d. Select the best projects to achieve each goal. e. Monitor and evaluate priorities, goals and projects. f. Evaluate annual progress. 2. Calendar of Events. Produce a graphic display of the projects and programs to be conducted by your chapter. This "year-at-a-glance" calendar will be a reminder and schedule for your members. 3. Organizational Chart. It will display to the members the officers' positions and where they fit into the leadership structure in your chapter. 4. A Proposed Budget A sound financial management system begins by planning a budget. Plan the income and review the Plan of Action to determine the expenses. The expenses should equal the income. 5. A Membership Plan. No chapter plan iscomplete without a membership growth plan. People are your greatest resource and your vehicle for carrying out the plan your chapter has made. A true membership plan will show the workforce available to you. Each of the components in the planning process for your chapter are equally important. They also have an active relationship to your overall objectives. You cannot, for example, run a project without knowing how much money you have (budget), what else is happening at that particular time of year (ca'3ndar of events), who is in charge of the event chairman (organizational chart), or how much manpower is needed (Membership Plan). All of this information must be available to meet your chapter goals.

Planning to Plan
It may sound redundant, but in order to coordinate the planning process, you must have a plan. Your role in the planning process is, in essence, the same as a project committee chairman. This should be the only "project" you conduct during your year as president. Use this opportunity to set the example for your chapter to follow. Complete a Chairman's Planning Guide, outlining the manner in which the planning process will be completed. The planning process is the most important "project" your chapter conducts every year. You owe it to your chapter and yourself to plan it as carefully as you would any other project. Build your planning committee around your officers and directors. Delegate specific responsibilities to each of them for carrying out a segment of the planning process. Encourage them to form their own committees. The commitment to your chapter's plan, in its final form, will be determined by the number of members involved in the planning process. Ultimately through the needs assessments and surveys, you should involve the entire chapter. If members have input into the planning process, they will feel a part of the group. The more members who are involved, the stronger the commitment will be. To assign specific manpower on your planning committee, review the following chart.

X X Tr. VP Sec. X X MEM X Pres CO MO definition for Chapters analysis

X 10 X

21

Completing the Planning Guide for Chapters


The first step in the planning process is to determine your chapter's overall objective. The objective should be the major reason your chapter exists. It should be what your chapter wishes to accomplish as the end result of your activities. It may be defined as something similar to the following: 1. "To develop the personal capabilities and achievements of each member." 2. "To develop or enhance the leadership skills of each member through Individual Development programs and Community Development projects. " 3. "Leadership Training through Community Development" Realistically defining your chapter's objective in clear precise terms will give you a hefty start in your planning process. Your objective will tell you where you want to go and where you should place your emphasis. Each officer in your chapter has specific responsibilities in their respective areas. These responsibilities have been explained for each officer in the Officers' and Directors' Guide. INDIVIDUAL DEVELOPMENT VICE PRESIDENT The Individual Development vice president is responsible for the individual development programming section of the chapter's planning guide. Refer to the Appendix to see the planning guide form and to see how this section relates to the other sections. Also, a complete sample planning guide is provided in the Appendix. It is important to realize that once the plan has been set, the IDVP needs to carefully evaluate it to determine if the intended impact is actually being accomplished. Changes will need to be made if needs are not being addressed or if the priority need has been fulfilled. The IDVP should keep a record of the year's activities with references to the annual progress of the individual development programming. This annual report will assist the chapter officers in formulating next year's plan. The following information will assist the IDVP in completing the 10 section of the planning guide. Make sure the IDVP includes as many members as possible in this planning process.
Individual Development Programming

Family Life/Spiritual Development Personal Skills. Jaycees are a personal development and leadership training organization. In order to maintain this function, the IDVP must: plan chapter programming that will meet the needs of each member within the chapter. The IDVP should utilize the talents of fellow officers and members and design a method to identify each member's ,self-improvement needs. The information the IDVP should gain from the member surveys. individual member interviews, and any other techniques that will identify member needs and desires should be used to conduct membership brainstorming sessions. At the chapter planning session, the IDVP should list the three Individual Development Major Emphasis Areas (Leadership Development. Family Life/Spiritual Development, and Personal Development Skills). Then list the identified members' needs that relate directly to each MEA. The definition of each MEA can be used to assist the IDVP with placing these needs in their respective Major Emphasis Area. Step Two: Prioritize the above MEAs and establish priorities for each based on the desires and interests of the members, considering available resources. Once the chapter has determined the needs of its members. it must prioritize the MEAs. TheOn priorities must be established under each MEA. Deciding which Major Emphasis Area should receive top priority can be difficult. Review the list and consider the following factors: Which has the most serious or urgent problems? Which will have the greatest impact on the chapter? Is there another group or agency now offering the programs or planning to do so in the near future? Is there ample personnel available, both present and realistic potential, to work on the programs? What financial requirements are needed to offer the programs and are outside financial resources available? Which programs will appeal most to the membership? Once the IDVP considers each of the above factors for each Major Emphasis Area, the factors should be prioritized and listed, with the top priority first. Then consider each factor for the needs listed under each MEA. Prioritize each need under each MEA starting with the top need. Step Three: Set specific and identifiable goals for each prioritized Major Emphasis Area. Goal setting is an extremely important function 22

b. c.

Step One: Describe procedures used to determine your members' self-improvement needs and identify those needs in relation to the Individual Development Major Emphasis Areas (MEAs) listed below. a. Leadership Development

--/

of any planning process. A goal establishes what should be achieved in relation to each priority and defines the standard of measurement. The IDVP should look at the top priority Major Emphasis Area and the list of priority needs under that MEA. Address each need by setting a goal. Complete this process for each MEA. Keep in mind the following valuable points when setting goals: Goals must be written. Writing the goal down will motivate people to action. Goals must be specific. The goal must be so specific that it can be totally understood. List dates, numbers of participants, etc. Goals must be measurable. When a goal is set, it must include the standard of measurement and the specific end result. Goals must reflect progress. When your chapter establishes goals, the goals should be based on the idea of improving what now exists. Goals must be realistic. Goals should be high enough to challenge each member and the chapter, but not so high that the members feel they are impossible to accomplish. Goals should be personal. The more the members participate in setting goals, the more likely they are to become totally involved in reaching goals. Step Four: Select the best programs/projects to achieve the goals. Determine the programs/ projects that can be used to reach each goal. This determination should be made through study and planning. A specific need may require more than one program/project before that need is fulfilled. These programs/projects could be interrelated, with each leading to the next or supplementing the other. During the program/project selection phase of planning, the assignment of resources becomes critical. Basic resources of a chapter are money, materials and the time and talents of people. The IDVPshould consider the availability of these resources from outside the membership. Step Five: Monitor and evaluate priorities, goals and projects. Good chapter management requires that you constantly know where you are in relation to where you want to go. A chapter must frequently evaluate its plan to see if things are on schedule. The chapter should re-evaluate its priorities and how their priorities relate to overall chapter programming at least quarterly. Are they still relevant? Are they needed? When re-evaluating, the IDVP should again follow the first four steps of the Planning Guide for Chapters. Never hesitate to drop priorities or
23

projects and replace them with others that will better meet your chapter's objective. It is not poor planning to reset goals as progress is checked. Goals may be modified - raised or lowered - to properly reflect progress to date. Step Six: Evaluate annual prograss. At the close of each Jaycee year, the officers and members should evaluate the chapter's total performance to determine their progress. Accomplishments for the year should be included in the progress report. The current status of the needs of the members that were addressed should also be included by listing what is left to be accomplished. Through this evaluation, and the resulting written report, a foundation is provided for next year. Those who follow the IDVP will have the benefit of that experience. By evaluating what happened, the IDVP will learn and gain through the analysis of both successes and failures. The IDVP's final report should be prepared according to the guidelines for state awards competition. The format detailed in The U.S. Jaycees Awards Manual is excellent for compiling and keeping good chapter records. The Awards Manual is included in the Appendix of this handbook.
COMMUNITY DEVELOPMENT VICE PRESIDENT

The Community Development vice president is responsible for the Community Development programming section of the chapter's planning guide. Refer to the Appendix to see the planning guide form and to see how this section relates to the other sections. There is a complete sample planning guide in the Appendix. It is important to realize that once the plan has been set, the CDVP needs to carefully evaluate it to determine if the intended impact is actually being accomplished. Changes will need to be made if needs are not being addressed or if the priority need has been fulfilled by another group. The CDVP should keep a record of the year's activities with references to the annual progress of the Community Development programming. This annual report will assist the chapter's officers in formulating next year's plan. The following information will assist the CDVP in completing this section of the planning guide. Make sure to include as many members as possible in this planning process.
Community Development Programming

Step One: Describe procedures used to determine problems in your community and identify these problems in relation to the Community Development MEAs listed below.

Human Services Community Improvement c. Government Involvement d. Community Fundraising Community Development projects have a positive impact on communities and people, both in the United States and around the world. Maximum impact of these projects will come from a planned attack on the problems affecting the community. Identifying the problems can become complex unless the CDVPworks with an open mind and a determination that real problems and not just symptoms will be identified. b. The CDVP can use the information gained from conducting the community needs analysis to identify needs of the community. The CDVP also should ask the members to talk to their neighbors and bring their suggestions to your planning session. The CDVP should list the four Community Development Major Emphasis Areas on a chalkboard (human services, community improvement, government involvement and community fund raising). Then list the identified needs that relate directly to each MEA. The CDVP can use the definition of each MEA to assist with placing these needs. Step Two through Step Six: For steps two through six, refer to the Individual Development Vice President planning process Remember that with the Community Development portfolio we will be focusing on solving community problems instead of meeting individual members' needs.

a.

ManagementDeve~pmentProgrammmg
Step One: Describe procedures used to determine chapter's strengths and weaknesses and identify those in relation to the Management Development MEAs listed below. a. Planning b. Training c. Financial Management d. Personnel Management e. Communication f. Public Relations The MDVP must keep inlmind during this step of the planning process that you and your fellow officers should be making observations of needs and problems as they exist within the chapter. In other words, look at where you've been to determine where you're going. Begin by examining each area listed above and ask some basic questions in each. Does the chapter require the planning portion of the Chairman's Planning Guide be completed before a project begins? Are project chairmen properly trained? Are monthly financial reports prepared? Does the chapter keep the membership informed? These are by no means all of the questions you should ask, but are some of the types of questions that should be answered. Step Two through step ,six: For steps two through six, refer to the Individual Development Vice President planning process Remember that the Management Development portfolio emphasis will focus on effective management of the chapter instead of meeting individual members' needs.

MANAGEMENT DEVELOPMENT VICEPRESIDENT


The Management Development vice president is responsible for the Management Development programming section of the chapter's planning guide. Refer to the Appendix to see the planning guide form and to see how this section relates to the other sections. There is a complete sample planning guide in the Appendix. It is important to realize that once the plan has been set, the MDVP needs to carefully evaluate it to determine if the intended impact is actually being accomplished. Changes will need to be made if needs are not being addressed or if the priority need has been fulfilled by another group. The MDVP should keep a record of the year's activities with references to the annual progress of the Management Development programming. This annual report will assist the chapter's officers in formulating next year's plan. The following information will assist the MDVP in completing this section of the planning guide. Be sure to include as many members as possible in this planning process.

MEMBERSHIP

DEVELOPMENT

VICE PRESIDENT

The Membership Development Vice President is responsible for the Membership Development programming section of the chapter's planning guide. Refer to the Appendix to see the planning guide form and to see how this section relates to the other sections. There is a completed sample planning guide in the Appendix. It is important to realize that once the plan has been set, the MVP needs to carefully evaluate it to determine if the intended impact is actually being accomplished. Changes will need to be made if needs are not being addressed or if the priority need has been fulfilled by another group. The MVP should keep a record of the year's activities with references to the annual progress of the Membership Development programming. This annual report will assist the chapter's officers in formulating next year's plan. The following information will assist the MVP in completing this section of the planning guide. Be
24

sure to include as many members as possible in this planning process. Membership Development Programming Step One: Describe procedures used to detennine chapter's strengths and weaknesses and identify those in relation to the Membership Development MEAs listed below. a. Recruitment and Orientation b. Retention c. Affiliation/Chapter Assistance The MVP must keep in mind during this step of the planning process that you and your fellow officers should be making observations of needs and problems as they exist within the chapter as well as the community. Begin by examining each area listed above and ask some basic questions in each. Are new members being recruited and activated? Are members being properly oriented? Are inactive members notified of current events? These are by no means all the questions you should ask, but are some of the types of questions that should be answered.
5. 1. Second ACQuIsitionTraining 4 Haunted ACQulsllion Dynamics 13 12 7, 11. 6. 5, 1 Time Dynamics2.SocIal Preparation2. LeadershipHouse Personal Candy Pride Candy 3. Speak-Up QuarterBanquet Planning16. Jaycee AcquiSitIon Sales Communication Doctor Program Preparation Night)11 Recruitment Dynamics Program 13 Family FamilyProgram PreparatIon4. Little Jaycee LifeProgram ("M" Night) 12 Communlcalion Dynamics("M" HalloweenWeek 9. OffIcers' ThanksgiVing 6. Sale Planning3. October Second League10WeekProgram 15. September

Step Two through step Six: For steps two through six, refer to the Individual Development Vice President planning process Remember that the Membership Development portfolio emphasis will focus on effective management of the chapter instead of meeting individual members' needs.

Displaying Your Chapter's Plan


Once the plan is completed, it should be reviewed and approved by the board. Then enough copies should be made so the membership can review it before approving it. If it is merely submitted for Parade of Chapter points and Blue Chip certification and then filed away, it will do you and your chapter no good. It should be reviewed in detail by the board at each board meeting. To make it easier to review, it is recommended that itbe graphically displayed.Examples of how it can be displayed follow:

-CALENDAR OF EVENTS
8.

August

Projects

Projects

The Year At A Glance (second quarter)

-1

Speak-UpWeek ~k~tin;.: Tim~ Dynami.:sPrep.tr.lIion L~ad~rship Pruwam family HoardDynami.:s Rt:'lTuinn~nr OR EVENT J.ly.:~e Ljf~ Pru).:r.lIn State l'ers<Hl.Il PROJECT 1)yn.lIni.:, ) )'1(, )'1. 12, e, '/. ') H, " 10 l) 7,

4th3rd 2nd lot3rd 4th 2nd 3rd 5th 4th AUGUST SakHaunr~dlot House Hanqu~t Donor program Sp':lial Pru).:ram 2nd Qtr.Acquisition l)YflJlni("'! Hallow~~nOffi.:~r's OCTOBER <:tHnlnUnicl.ti()n SEPTEMBER Thanks;.:;\'in;.: Link- L~a).:u~ Pride Candy Tr.linin).:

MONTH

25

Planning the Budget

The Budget
To achieve the chapter's goals as set forth in the year's Plan of Action, the use of a sound financial management system is imperative. This system must be current at all times, produce needed records and reports, have a control feature and be coordinated among all officers, directors, committees and chapter members. Even though it is your treasurer's responsibility to maintain your chapter's financial records and prepare the monthly financial statements, it is the responsibility of each member of the board of directors to participate in the overall management of the chapter's finances. To fulfill this responsibility, the board can participate in this area in the following ways: 1. Develop a strong finance committee to assist the treasurer and lend support for needed financial decisions. 2. Review monthly financial statements in detail at each board meeting to assure that any financial problems are identified before they become crises. 3. Review all accounts receivable and payable at each board meeting. 4. Assure that each committee chairman is informed of budget management responsibilities as they relate to the project. 5. Constantly review cash flow projections (forecasted on a three-month basis) to see if the chapter is headed for any financial problems in the immediate future. 6. Initiate a form of personal reimbursement. Be sure to stress the need for receipts. 7. "Actively" participate in aI/ ways and means projects that the chapter runs.
26

1.

2.

3.

4.

5. 6.

In planning your budget, the first thing to know is in what shape the chapter finished the previous year. The;best way to determine this is for you and the treasurer to check the final financial statement. If there was not one, get the checkbook or bank statements and try to determine what the chapter's money was used for during the past year. This will take some time, but will be well worth your efforts when the time comes to set up a budget for your current year. I There is a veryjsimple method of determining -today - if you're in the red or black. Don't let the following replace your monthly detailed financial reports. 1his is just a quick method of inventorying your :assets and liabilities to see where you stand. generally, at any time. First, here are several guidelines that are necessary before; you take a look at today's financial situation. They are as follows. Your checking account should be reconciled to the last bank statement you have received. List all accounts receivable but show an allowance for old accounts that may not be collectible. , Value inventory (sales items, etc.) at cost and include only if it will be converted into cash within two to three months. List actual payables outstanding as of the above date. Estimate and list any payable which is incurred but for which no invoice has been received. List all bank loans and other notes payable. Net worth of organizations indicates if you are in black or red at this time.
Once the above is complete, prepare the fol/owing

analysis.

Sample Annual Budget Income ) (1) (2) (3) (4) (5) (6) (7) (8) Dues Newsletter Advertising Ajax Sporting Supply (Shooting Education) XYZ Building Products (Park Shelter) ABC Company (Health Program) Socials Individual Development Programs Ways & Means Projects $1,250 1,555 375 5,000 1,000 200 500 9,430

Financial Condition Analysis Total Payable.......... .. $ Assets ....... Cash in Allowance........Doubtful Accounts AccountsBank-General .. $ Less: Total Liabilities forAccounts ...... .. .. Notes in Bank-Miscellaneous (CD's, etc.)$ ( Payable-Other. Cash in Bank-Savings................................ .. Cash AccounL ...... Assets: Notes payable-Bank ........... Accounts Tota!=Liabilities Receivable Assets ...... $ Less Net Worth (Deficit) Total Liabilities:

$19,310

&pen
Individual Deveiopment (1) Individual Development Workbooks (20 of each) Personal Dynamics, Leadership Dynamics, Communication Dynamics, Time Dynamics, Personal Financial Planning, and Speak-Up (2) Patches for Individual Development program participants (3) Diplomas for Individual Development program participants (4) Family Life Development materials (5) Spiritual Development project costs (6) Memory Training program (7) Stress Management Clinic Community Development (1) Shooting Education (2) Park Shelter (3) Health Program (4) Haunted House (5) Muscular Dystrophy (6) Meals on Wheels (7) Youth Activities Management Development (1) President's expenses (2) Clubhouse expenses (3) District expenses (4) Regional expenses (5) State Meeting expenses (6) National Meetings expenses (7) Chapter Meetings & Programs (8) Newsletter (9) Socials (10) Office supplies (11) Programming supplies (12)Springboard, Degrees of Jaycees (13)Auditor's fee Awards Membership Development (1) Dues (2) Membership recruiting TOTAL Income over Expenses (Net Profit)

$780 225 50 50 50 100 275

$1530
$375 5,000 1,000 2,000 200 2,470 1,000

After the current financial status has been established, a realistic budget that meets chapter objectives, as well as chapter administrative details, must be organized by the treasurer with input from the board. This budget will serve as the basis for all chapter operations. It is very important to base figures on realistic situations. For example, don't let a positive attitude toward chapter growth let you plan on a great increase in dues income. Be realistic! You can always use the extra dues income but you can't always make up for over budgeting. A good rule of thumb is to use year-end membership as a budget figure. A list of all possible income sources should be compiled, based on planning profits from projects which have been programmed. Then, using figures based on last year's experience, estimate income from dues, sustaining memberships, advertising and sales (newsletter), special projects, grants and other sources and carefully evaluate the cash flow that the income picture projects. Anticipated chapter administrative expenses need to be itemized.These will include dues, stationery, telephone, postage, insurance and other miscellaneous items. Be sure your budget and bank account are prepared for the ways and means project that gets washed out by an unscheduled thunder shower or the project that has a few "hidden" costs you hadn't anticipated. 27

12,045
250

450
75 100

400
200 360 900 600 200

150
250

400 4,335 650


750

1,400 $19,310
-0-

Resources Available
There are a number of resources available which will aid you and your vice presidents in the planning process. 1. First and foremost is this handbook, the Chapter President's Management Handbook. Be sure to use it. It contains much more information than just chapter planning. 2. The Blue Chip program. As a management tool, there is no equal to the Blue Chip program. Build your chapter's Plan of Action around it. 3. Community Survey Guide. This is a valuable resource available to help with community needs surveys. 4. Officers' and Directors' Guide. This is the complete handbook for the officers of your chapter. It covers their responsibilities and reviews the programming available from The U.S. Jaycees. 5. Committee Chairman's Workbook. This is an excellent guide for chairmen. It is a "how-to" manual that covers everything a chairman needs to know about conducting a project.

These resources can be helpful to you and your vice presidents in the coordination and preparation of the chapter Plan of Action.

Planning Tip,s
Your biggest challenge in coordinating the planning process of your' chapter will be seeing that it is completed in a timely fashion. The best plan in the world will be of no use to your chapter until it's put into action. Set a deadline for its completion. (A June 30 deadline should provideladequate time.) Once your deadline is set, live by it.Any deficiencies or oversights in the plan can be adjusted during the monitoring process your board of directors should conduct throughout the year. Once your chapter's plan is complete, it should be presented to the full membership for their review and approval. Even though their input was obtained throughout the planning process, it is vitally important that you gain their commitment for the chapter's plan in its final form. As president, coordinating the chapter planning process should be the only "project" committee that you chair this year. Your performance will set the stage for an excellent Jaycee year. Best of luck!

ORGANIZING
Organizing is the process of establishing orderly uses for all resources within the management system. These orderly uses emphasize the attainment of management system objectives and assist managers not only in making objectives apparent but also in clarifying which resources will be used to attain them. Organization refers to the result of the organizing process. Inessence,each organizationalresourcerepresents an investment from which the management system must get a return. Appropriate organization of these resources increases the efficiency and effectiveness of their use. Henri Fayol has developed sixteen general guidelines for organizing resources; 1. Judiciously prepare and execute the operating plan. 2. Organize the human and material facets so that they are consistent with objectives, resources and requirements of the concern. 3. Establish a single, competent, energetic, guiding authority (formal management structure). 4. Coordinate all activities and efforts. 5. Formulate clear, distinct and precise decisions. 6. Arrange for efficient selection so that each department is headed by a competent, energetic manager and each employee is placed where he or she can render the greatest service.
28

Define duties. Encourage initiative and responsibility. Have fair and suitable rewards for services rendered. 10. Make use of sanctions against faults and errors. 11. Maintain discipline, 12. Ensure that individual interests are consistent with general interests of the organization. 13. Recognize the unity of command. 14. Promote both material and human coordination. 15. Institute and effect controls. 16. Avoid regulations, red tape and paperwork. The organizing function is extremely important to the management system because it is the primary mechanism with which managers activate plans. Organizing creates and maintains relationships between all organizational resources by indicating which resources are to be used for specified activities, and when, where and how the resources are to be used. A thorough organizing effort helps managers to minimize costly weaknesses, such as duplication of effort and idle organizational resources. Somemanagementtheoristsconsidertheorganizing function so important that they advocate the creation of an organizing department within the management system. Typical responsibilities of this department would include (1) developing reorganization plans

7. 8. 9.

that make the management system more effective and efficient,(2) developing plans to improve managerial skills to fit current management system needs, and (3) attempting to develop an advantageous organizational climate within the management system.

The Organizing Process


The five main steps of the organizing process are: (1) reflecting on plans and objectives, (2) establishing major tasks, (3) dividing major tasks into subtasks, (4) allocating resources and directives for subtasks,and (5) evaluating the results of implemented organizing strategy. Chapter presidents should continually repeat these steps. Through this repetition, they obtain feedback that will help them improve the existing organization.

Chapter Management System


You are the chief executive officer of your chapter. But, no matter what size your chapter is, you cannot effectively manage it by yourself. An organizational structure or chapter management system will

provide you a means to manage a chapter of any size. There are several key points to understand before you attempt to develop your system. They include: 1. No more than ten chapter officers should report directly to the president. 2. Your chapter should have at least four vice presidents; i.e., Community Development, Individual Development, Management Development and Membership Development. 3. Personalaides may report directly to the president and do not need to be included in the structure. They will increase the president's ability to manage the chapter, not interfere with it. 4. It is important that every officer has a clear understanding of the chapter structure and their responsibility. 5. It must provide rapid two-way communication. As you develop your chapter's structure, you must address the needs of your members. It should also provide for as much involvement as possible. Make sure you allow for the expansion of your chapter as you grow. To develop your chapter structure, begin with the placement of your key officers. These key officers should all report directly to you, the president. This can be graphically shown as follows:

Stale
Director

As you can see, there are eight key chapter officers reporting directly to you. If the size of your chapter dictates additional officers, they can be added into the system, Each officer's responsibility will include the supervision of their respective areas, as well as portions of the Blue Chip requirements and the development of the chapter plan. As the system is expanded, you will see how the directors are the direct responsibility of your vice presidents. The vice presidents will supervise their assigned directors and report to you regarding their performance. The directors will be charged with the responsibility of communicating with and activating the members of the chapter. They will have specific members assigned to them. They should assist their members with the Springboard and Degrees 29

of Jaycees programs. If one of their members misses a function, they should contact them to encourage them to continue their participation.

Major Emphasis Area


Major Emphasis Areas (MEAs) are broad areas of priorities. They are divided between the four primary recognition areas: Community Development, Individual Development; Management Development and Membership Development. Each of these areas is vital to the leadership development of Jaycees. Your chapter will determine priorities based on the MEAs within each programming area. Following are the types of projects which would fit into each MEA. Any project may fit under a single MEA category as long as its primary purpose is to meet the major emphasis of that area.

Individual Development
This MEA category includes all programs with the purpose being to build leadership skills.The following U.S.Jaycees programs go into this category: Personal Dynamics, Leadership Dynamics, Communication Dynamics, Time Dynamics and Speak-Up. Through participation in these programs, members will acquire information to help define and develop their leadership, communication, management and speaking skills. Family Life/Spiritual Development. This category includes all The U.S. Jaycees' Family Life programs (All in the Family and Family Time) as well as any other defined family program or project. Any project designed primarily to increase or enhance spiritual activities by your members or people in the community are also included in this category. Personal Skills. This MEA category includes all projects or programs conducted with the primary purpose to increase or enhance the personal skills of individual members. This category also includes The U.S. Jaycees programs, Personal Financial Planning, Stress Endurance and Job Search.
Leadership Development.

Management
Planning.

Development

Community Development.
Human Services. This category includes all projects designed to promote or improve the quality of human life. Any project with the purpose of working directly with people would be incluQed. Shooting Education; Big Brothers and Big Sisters; ElderlyAssistance; International Involvement; Special Olympics and Drug and Alcohol Awareness programs are just some examples of Human Services projects. Community Improvement. This category includes all projects which improve resources and facilities; promote conservation and enhance the environment in your community. Any project with the purpose of working with properties and non-human resources would be included. Projects such as Energy Audits, City Beautification, Recycling Centers and Housing Winterization would be included in this area. Government Involvement. This category includes all projects of a governmental nature designed to provide better public services and promote "pride in America." Candidates Night, Voter Registration and Model Legislature are some examples of Government Involvement. Projects that deal with criminal justice, such as programs on employment of exoffenders and crime prevention are also included. Community Fundraising. This category includes all projects with a primary purpose to raise funds for a specific program. These are projects which deal with fund raising for health-related organizations, foundations or any other community activity. Muscular Dystrophy, St. Jude Children's Research Hospital, March of Dimes and Heart Association are just a few of the numerous examples in this area.

This category includes all facets of chapter planning, needs analysis, evaluation, the chapter plan of action and the planning guide for chapters. It also includes events scheduled to facilitate the surveying, planning and evaluation of the chapter's plan of action, i.e.,a weekend planning retreat or organizing teams to canvass neighborhoods for responses to a community needs analysis. Training. This category includes all training programs aimed at members, covering job descriptions and responsibilities of officers and chairmen, local officer training, training for project chairmen, how to do a Chairman's Planning Guide, etc. Financial Management. Includes all projects or programs conducted to manage the financial aspects of the chapter. For example, projects which deal with raising funds for operation of the chapter - ways and means such as raffles, concession stands, Christmas tree sales, and dances. It also includes financial and b8dget reports relating to the overall finances of the chapter, including monthly budget reports and annual audits combined into a total financial managem~nt plan to be implemented during the year. Personnel Management. This category includes all chapter meetings, campaigns, elections, sports, on-to, visitations, bidding or hosting meetings and socials, awards and activation programs such as Springboard and Degrees of Jaycees. Communication. This category includes all chapter communication tools and methods used, chapter publications, special mailings, special event promotions, committee structures and phone calling system .. Public Relations. This category includes all projects conducted to promote the image of your chapter and the Jaycee movement in your community, such as community recognition programs, Distinguished Service Awards programs, parades, pageants, ongoing public relations work and the chapter photographer. Also included would be recognition of local merchants, and annual progress report in your local paper or on television.

Membership

Development

Recruitment and Orientation. This category includes all projects conducted with the primary purpose of obtaining new members for the chapter such as M-nights, membership booths, orientation programs for members, etc. Retention. This category includes all projects conducted with the primary purpose of encouraging members to renew their membership prior to or during their anniversary month. Affiliations/Chapter Assistance. This category includes all projects conducted with the primary

-..J

30

purpose of affiliating new chapters or assisting existing ones primarily in the area of membership recruitment. Each Major Emphasis Area is actually a classification of needs within your community or chapter. These should be determined and prioritized at the beginning of the year through use of the Planning Guide For Chapters. Knowing the needs in your community and chapter will allow for more concise planning as to what projects should be conducted to

meet these needs. All projects in a given MEA will be evaluated, based on the information developed in the Planning Guide for Chapters, to determine the chapter's impact and effectiveness in meeting the needs established. Each director with MEA responsibilities should be responsible for each project chairman in their area, monitoring results toward the goal in that area and compiling the MEA entry for judging.

STAFFING
Defining Staffing
Staffing is determining the personnel you will need to complete your chapter's objectives and how you plan to recruit those individuals. The staffing management function also includes the development of new, as well as existing, personnel. do during your year and it will set the pace for them to follow. If you ask your members to recruit, they will watch what you do to gauge the importance of your request. If you can speak from practical experience of the how-to's and personal satisfaction of recruiting, your members will follow your lead. As you have already set your growth goals for the year, you can begin to make your members aware of the needs of the chapter each month. There is a section near the end of this handbook on membership incentives and contests that will help you and the Membership Development vice president set up your chapter's incentive plan and reach your chapter's goals.

Finding Prospective Members Sharing the Jaycee Movement


The most vital part of your chapter is the people involved -your members. New ideas, enthusiasm and fresh outlooks are introduced to your chapter every time you induct new members. Since people are the lifeblood of your organization, it is important to replace those members who age out, move out of the community or move on to other interests. Remember, your chapter can have a greater impact and offer more services to your members and the community through more people. It is important that you set the example as a
recruiter to your members. They will follow what you 31

Fortunately,the biggest resource your community can offer your Jaycee chapter is people. Prospective Jaycees are everywhere. More than 98 percent of your potential members have yet to be asked to join. Here are some marketing areas your chapter may want to tap. Your Present Membership - The best source of new members is your current membership, if you give them the proper motivation. Many times your current members claim they don't know any prospects. However, ask them about the young people: a. they work with. b. they know who are just back from military service or college. c. who live in their neighborhood. d. who work for other firms they deal with clothing stores, department stores, banks and
SO

on.

who attend their church or Sunday school. who are their business competitors. Asking current members about these and other sources of new members may be the motivation your membership needs to go out and recruit. New Members - They know people not involved with others in your chapter. Always ask your new members to suggest the names of friends who might be interested in joining your chapter. After all, it's one of the requirements for Springboard.

e. f.

Referral Method
One of the best methods of recruiting is the referral method. In creating a list of prospects, visit with key people in your c'ommunity and ask them for a list of young people they would recommend for membership in your chapter. These key people could be community leaders such as the mayor, Chamber of Commerce, utility companies, county commissioners, board of elections, the sheriff or police chief, business personnel managers, banks, city councilmen, real estate or insurance companies, recreation departments and your present members. With a list of referrals, you can get your foot in the door and add credibility to your presentation by mentioning that the mayor'of the community recommended you call the prospect and invite him or her to become a member of the Jaycees. Few employees will turn down an offer of membership if they know their employer recommen'ded them. Utilize your members to generate referrals. Everyone knows someone who is a prospect for membership. Continually encourage your members to add names to their prospect list. A Referral System form is provided in the Officers' and
Directors' Guide.

Business and Industrial

Firms -

Contact top executives and schedule a meeting to discuss the advantages of Jaycee leadership training. Be sure your presentation is well-planned and emphasizes the benefits to both employer and employee, particularly the employer. Many firms sponsor as many as 15 to 50 members in Jaycee chapters. New Residents - Establish an agreement with your community's "Welcome Wagon" to have members of your Jaycee chapter assist in welcoming newcomers to the community ... especially those of Jaycee age. Membership Booth - An effective way of getting the chapter name before the public and prospective members is with a membership booth. The best locations for membership booths are at your projects, in malls, shopping centers or on sidewalks with heavy pedestrian traffic. The best times for membership booths are usually Friday eveni~g and all day Saturday. - On file in every Voter Registration county courthouse are voter registration lists containing the names, addresses, and ages of every registered voter in that county. Some counties have these names on IBM sheets, with copies available at minimal cost. Send a mass mailing to those voters of Jaycee age and ask them to join your chapter. Current Projects - Assign at least one member to be responsible for recruiting while your chapter runs a community project (i.e., car wash, dunk tank, haunted house, bike safety training, or Individual Development programs which are open to the city Servants - Your community mayor, Qublict councilmen, policemen and firemen are excellent resources. Some may have special projects in which they would like to see the Jaycees involved. Churches - An excellent resource is your local ministerial association. Door-to-Door - Using two-person teams, visit sub-divisions looking for tricycles, bikes, swing sets or toys. These are usually good indications of where "Big Wheel" Raffle - Raffle a "Big Jaycee-age adults live. Wheel" at a local business. Ask for parents' names and addresses on the entry form so you can follow up with a personal visit. 32

Member~hip
Recruiting Techniques
There are basic rules you should follow as a Jaycee recruiter. These rules will help to eliminate obstacles and increase your confidence in your ability to recruit new members. Always remember the following:

Honesty - No m~tter what you say, let it be the truth. Nothing will be more harmful to your success or your chapter's success than dishonesty. If you do not know the answer to a question, say so. There is no need to make up an answer. Put yourself in the prospect's position: What would you do if you
discoveredYourself - lie? Be an outright In order to be most effective, you should be natural. By being natural, you become more sincere and acceptable. People who are not themselves are easily noticed and, to a certain degree, are not trusted. You can successfully express yourself without trying to be someone you are not. All it takes is a sincere effort, a little common sense and some practice.

Knowledge - You must develop a definition of Jaycees that reflects the organization's philosophy. A good philosophy might be, "Jaycees Is Leadership Training Through Community Involvement." Be prepared to answer questions about the definition of Jaycees. Have a good general knowledge of your chapter's history, budget, activities and membership. Be familiar with your chapter, state and national organizational functions. The information is available from state officers, state headquarters or The U.S. Jaycees National Headquarters in Tulsa, Oklahoma. Be careful with your knowledge. Too much could be as harmful as too little. You need the knowledge to answer questions, not impress the prospect with your intellect. Attitude - Attitude is the always-important factor in any effort. The need to be enthusiastic about your product is necessary, but especially so in recruiting a new Jaycee. You want to communicate to your prospect the need to join and the actionproducing attitude that will cause involvement and commitment through payment of dues. By showing a sincere, determined effort to give the prospect the best view of Jaycees, you show your enthusiasm. Listening - Be sure to listen to what your prospect is saying. Remember, this person is motivated to ask questions about Jaycees because of personal interests. If you do not offer the opportunity to ask questions, you cannot find out what interests your prospects and you will lose their attention. A good way to remind yourself to listen is to ask questions. A question will require an answer. An answer will require you to listen. The recruitment of Jaycees is not a one-way street. Jaycees are for participants. Both parties must be allowed to speak and listen. The successful recruiters are those who do more listening than talking. The technique you use while recruiting is up to you. The more comfortable you are with your presentation, the easier recruiting will be. The following fivebasicsteps are used by most successful recruiters.
Introduction A. Your name. B. Your chapter. C. What you're doing. II. Find Out Information About the Prospect A. Place of employment. B. Hobbies. C. Family information. (You need to tie all of these things together and talk in terms of the prospect's interests.) III. Talk About Jaycees Using the Information From Step II A. All three sides of the Jaycee triangle. B. Socials. 33 I.

C. Benefits to the prospect. (Anything about the prospect's interests.) IV. Get Prospect to Agree with You A. Ask questions that require a yes answer. (If the prospect shows an interest in sports, explain about the Jaycees' bowling, softball, football and little league teams Jaycees sponsor or work with. Sell those benefits that are most important to the prospect.) V. Close A. Ask the prospect to join. B. Fill out the application. C. Ask for a commitment (money for dues). D. Offer to take the prospect to the next meeting.

Successful "M" Nights


"M" Nights or Membership Nights are special meetings or events geared to increase your chapter's membership. The most common "M" Night is a special meeting with a well-known speaker, such as a state Jaycee president, a sports figure, a politician or a local celebrity. The purpose is to entertain as many prospective members as possible and then have them join the Jaycees during the meeting. "M" Nights are a valuable tool in helping you reach your chapter membership goals by helping to overcome big billing months. They can also involve members in recruiting by providing a relaxed atmosphere and an opportunity for new and old members to get to know each other. The key to a successful "M" Night lies in your hands. Be creative and have fun while recruiting new Jaycees. However, always remember the reason for running this function is to recruit prospective members. The sequence of events that must take place for this to be a good meeting are:

Planning
A Chairman's Planning Guide should be completed for this project. The members should be aware of the date, time, location and activities of the "M" Night at least 30 days in advance. This will allow them to get as many prospects as possible to the meeting.

Promotion
Promotion of the "M" Night can make it a very special event. However, you cannot rely strictly on radio, TV, newspaper ads and written invitations to get people there, although these things can help attendance. Each member must bring guests for the event to be successful.

The Meeting Place


Have the meeting in a room that fits the number of people who will attend. If anything, have it too small. Never use a room that is too large. The meeting room should be free from noise, other than that caused by your meeting. It should be at a place that is familiar to everyone or is at least easy to find. (NOTE: Make sure you have access to the meeting place, keys to open and close, kitchen privileges, insurance responsibilities and parking; you may even have to clear the parking lot of snow.) If you need a public address system, get one - then test it. Sit close together. People have a tendency to sit in the rear of a room, especially prospects. Many chapters use refreshments as a means to get prospects to the meeting. If that is the case, control its availability; close the bar during the meeting. Also be sure to have non-alcoholic beverages available if you are serving alcoholic beverages.

they will not follow the lead and join the Jaycees. Be Sure You Ask The Guests to Join. The Close - The clo~e should last from 5 to 10 minutes depending on th,e number and interest of the prospects. The close: should be a summary of benefits to the prospects' and reasons they should join. Finally, you must as~ them specifically to join the Jaycees. Then swear in the new members.

After the Meeting


This is your time to mingle and get to know your new members. Make sure you have time to talk with them individually. Tell them the time and place of the next membership meeting and the next orientation. Welcome them to your chapter.

Follow-Up to the "M" Night


Besides your normal thank you cards and letters, be sure to contact any guests that did not join or prospects who were not able to attend the event. Remember, not everyone joins the first time you ask'

Before The Meeting


Be early and make sure that everything is set up the way you want it: U.S. flag, Creed, headtable, podium, microphone, agenda, sign-in sheets and refreshments. This will give you time to mingle before the meeting. Greeting the Prospects - When greeting prospects, let them know that you are honestly glad they came. Have your speaker mingle with the prospects, talking and learning names. This gives the prospect a personal relationship with the speaker. You may also want to have official greeters who pass out name badges to the prospective members. The Program - The main concern of the program at any meeting is length. If at all possible, keep it to 30-40 minutes for a Membership Night. You want to inform the prospects, briefly touching on the personal benefits and the Jaycees' philosophy of leadership training through Community Development. Full orientation comes after they are members. A short personal testimony of how the organization has been beneficial to you will also help.

NOTE: Occasionally chapter socials or special events are used as "M" Nights or recruitment events. Some examples of such events are: -Casino Night -Sporting Event -Family Gathering -Picnic -Card Party -Clam Bake -Celebrity Roast -Fish Fry

SAMPLE AGENDA FOR "M" NIGHT


7:00 7:30-8:00 8:00 8:05-8:10 8:10-8:15 8:15-8:30 Set up committee Arrival of guests. Social-speaker with group Call to order mingles

The Meeting
The Start - The time to start the meeting is when the agenda says it's time to start. This is your one chance to impress the prospect. Don't blow it by getting too involved in the social hour and starting the meeting late. The Opening - Ask the members and guests to be seated. Open your presentation by welcoming the guests and briefly covering the agenda. The Pitch - The pitch should last from 10 to 20 minutes. The speaker should go over the benefits of Jaycees and shoot down the myths, rumors, and other obstacles to joining. The delivery of the speech is very important; it must show honesty and sincerity. The prospects must trust the speaker, or

8:30-8:40

Invocation, Pledge of Allegiance, Welcome Introduction of speakers - headtable, guests, members Explanation of purpose of meeting by chapter president. Brief outline of chapter's activities. Personal testimony by past or present Jaycee. Speaker Presentation The main speaker asks guests to be members. Applications are filled out, dues are collected and new members are sworn in. Thank you from chapter president. Jaycee Creed One-on-one recruitment with those who have not joined. members. Socialize with new

8:40-8:45 8:45-8:50 8:50

34

Extensionsl Affiliations
Completing an extension, the formation of a new chapter, is one of the most satisfying responsibilities that you and your chapter can assume. Your members learn more about Jaycees while sharing Jaycees with other young adults. Your extension team, your chapter and you will receive a great deal of satisfaction by completing an extension because you are sharing, expanding and perpetuating our organization. Your chapter will become stronger by completing an extension because it will establish an internal unity and build better members. The friendships established in the new chapter can last you and your chapter a lifetime. There are several ways to complete extensions. Presented here is one method that has proven successful. The key to completing your extension is the commitment to do it. Don't quit until it is done. Remember:Twenty applications from 20 new members is just the beginning. Help this new chapter build a foundation for the future by providing the initial training and direction it needs in their formative affiliation period.

3.

Visit site and contact community leaders


Create a prospect list by utilizing community leaders for referrals. - Mayor/City Council Members - School Administration - Chamber of Commerce - Sheriff or Police Chief - Utility Companies - Banks - Insurance/Real Estate Co. - Board of Elections b. Community leaders will lend credibility to your presentation. c. A community leader or company may sponsor the chapter by paying the charter fee. a.

4.

Utilize a referral system application list


Keep prospects and their information well organized -name, address, phone numbers, by whom they were referred, by whom they were contacted and their status. b. It identifies people referred by more than one person. c. You will know where you are at a glance. a.

5.

Contact prospective members


a. Begin your presentation with, "You have been referred to us by the mayor," (or whomever) "as a young person who would be worthy of holding a charter membership with the (name) Jaycees." An employee is more eager to join something if they have been referred for membership by their employer. Some companies will pay dues for their employees. Make your presentation, utilizing the five steps to recruiting. Collect checks made out to the new Jaycee chapter. Continue to complete the referral system application list.

Preliminaries
Make a commitment to extend a chapter. Put your plan in writing and then ...
1.

b.

Select a location

a.

b.

c.

d.

e.
2.

Consider the proximity of the nearest Jaycee chapter. Is the community being serviced already? Seek a community without a chapter where you may know someone that would make a good Jaycee. Consider the community size. All communities have proven they need and support Jaycee chapters. Consider community make up. How many young adults are available? You must know what to expect. Consider communities that have previously

c. d. e.
6.

Request additional referrals from each prospect contacted


a. b. Referrals from a new member are friends. They are easier to recruit. Continue building your prospect list.

7.

had Jaycee extension team Establish an chapters. a. Break the extension team into groups of two or three people. Don't try to overwhelm anyone with numbers. Everyone should be well dressed and groomed. Build your credibility. One person should be the official spokesperson.
35

Organization's meeting - AFTER receiving 20 checks and applications for membership


a. b. Commit to help the chapter get started. Follow-up procedure to ensure the chapter's affiliation and future.

b. c.

Follow-Up Procedures
An extension is not completed by merely signing 20 new members and collecting their dues.

The affiliation process for newly extended chapters places the responsibility of the new chapter with the extending chapter, the district director and the regional director. This is a 75-day process which will help direct the new chapter in setting up its goals, organizational structure and the basics to a successful organization. When at least 20 members have been signed and their dues have been collected, the following must be sent to your state headquarters: Application for Affiliation 1. Proper amount of dues and charter fee 2. Name and permanent chapter mailing address 3. Complete roster of applicants for membership to include: Name Mailing address Home and business phones Social security number Date of birth Gender 4. Notarized signatures of applicant member and extending chairman Upon receipt of this information, the state headquarters will approve and assign a regional director and district director who will be responsible for servicing the applicant chapter. This information will be forwarded to The U.S. Jaycees. After the Application for Affiliation is received, processed and accepted, The U.S. Jaycees will issue to the applicant chapter a 75-day temporary license to utilize the Jaycee name and trademark. Notification will be made by letter specifying the terms of the temporary license and the requirements to be completed during the 75-day certification period. They will also send an Affiliation Kit to the applicant chapter, which includes:
Chapter status reports Chapter President's Management Handbook Officers' and Directors' Guide Sales Catalog Guide to Supervising People Guide to Chapter Planning Guide to Successful Membership and Board Meetings Committee Chairman's Workbook Local Treasurer's Manual Training Manual Fundraising Handbook Introduction to the Total Jaycee Concept Springboard Program Blue Chip Program "Mr. Chairman" Parliamentary Guide Publications Manual Sample Constitution Bylaws Degrees of Jaycees kit
Specialized dues kit for submitting new members

Phone contact will be made with the applicant chapter to discuss the affiliation process and to confirm they received their Affiliation Kit. Newsletters will be sent to the chapter Quring the 75 days. These newsletters will cover areas that are pertinent to the certification requirements. Also during the 75-day affiliation process the chapter is to submit a status report. The information on the report will give The U.S. Jaycees an indication of the progress the applicant chapter is making toward affiliation. For the applicant chapter to complete its 75day affiliation process, the following requirements must be completed and submitted to The U.S. Jaycees: A. A planning guide for new chapters with a calendar of events for the first 75 days. B. An officer roster. C. A membership plan. D. At least two newsletters must have been sent to each member. Must have had a minimum of four meetings (substantiated by minutes with a list of members present). F. Must have had 50 percent of members attend an orientation (substantiated by sign-in sheet). G. One Chairman's Planning Guide completed. H. Adopt a chapter constitution and bylaws. I. Submit new additional individual members beyond the initial individual members submitted with the application for affiliation based on population divisions as follows: Pop 1-3 - 2 new member adds Pop 4-5 - 3 new member adds Pop 6-8 - 4 new member adds Pop 9 - 2 new member adds Each requirement must be completed within the 75-day temporary affiliation period and all substantiating material must be mailed to The U.S. Jaycees Headquarters with a postmark prior to midnight on the 75th day. After the certification requirements are approved, the new affiliated chapter will receive:
The U.S. Jaycees Charter certificate Jaycees International Charter certificate A charter pin for each charter member A Charter Chapter President's pin A Membership card for each member A gift certificate for $20 worth of chapter products from The U.S. Jaycees Sales Department A Jaycee Creed banner personalized with the chapter's name

E.

The sponsoring chapter will receive a Founder's Plaque and the Affiliation (Extension) Chairman will receive a certificate. Also, once the applicant chapter has been certified as an affiliated chapter of The U.S. Jaycees, then and only then, will the sponsoring

during the 75 days

36

chapter, district director, regional director and state organization receive credit for extending a new Jaycee chapter. As the chapter president, it will be up to you, the affiliation chairman and your state director to coordinate the efforts of the applicant chapter in completing all of the requirements for affiliation. These new members can't accomplish these requirements without your direction. Remember, The training and assistance you provide will be the basis for this chapter's future.

Membership Contests and Incentives


By using contests and incentives, recruiting will become easier for your chapter members. It will also provide an atmosphere of fun and competition through which your members can enjoy this learning process and assist in reaching your chapter membership goals at the same time. These incentives and contests do not have to be complex or expensive. The important thing to do in developing your incentive program is to identify the types of incentives that will interest your members.
A wards that are free to the chapter:

members vs. old members, board of directors vs. members, women vs. men. The winner is determined by the most members recruited. 2. A contest where the losers must wear an outlandish costume to a meeting or put on a skit, take a pie in the face or provide the winner with a free dinner. 3. Have a scavenger hunt for prospects of varied occupations. Have the members bring their prospects to a meeting. The team with the widest variety of occupations wins. 4. Application in Pocket - Issue an application to all members. Fine members 25 cents at the next meeting if they do not have an application or a member signed up. 5. Marble in Pocket - Issue a marble to members, the larger the better. They must carry it at all times to remind them to sign up new members. If they do not have it,they receive a 25 cent fine at the next meeting. 6. Dart Board - Fix up a dart board with one, five, and ten dollar bills taped to it. If you bring a guest, you get to throw one dart. If you sign up a new member, you get two throws. Whatever the dart hits, you get to keep. 7. Adjourn during the middle of a meeting and send everyone out to bring a prospect to the meeting. Have an award for the first member who returns with a prospect.
Tips to help with recruiting:

1.

2. 3. 4.

5.

Free lawn care for a month, paint a room in the member's house or re-sod the lawn. All work done by the board of directors. Twenty Jaycees for a "home" work day at the winner's house. President chauffeurs winner for a week, or the president becomes a servant for a day. Cater a dinner for the member's family at their home -each member of the board of directors brings part of the meal. Personal visit from the mayor, state or national legislator, governor or state president. Awards - Plaques, trophies, medallions, pins. Tickets - Dinner, theater, football game, raffle. Trips - Weekend at a resort, hunting, skiing. Car - Gas, tune-up, oil change, tires. Food & Drink - Groceries, side of beef, beer, liquor, soda. Bills Paid - Utility, telephone, membership dues, registration. Gifts - Merchandise, gift certificate, personalized items. Telegrams - From state or national president, senator, congressman. Team competition among members new 37

1. 2. 3. 4.

5.

6.

A wards the chapter must pay for:

1. 2. 3. 4. 5. 6. 7. 8.

7.

8. 9. 10.

Contests and incentives to aid growth:

1.

Send a newsletter to all prospective Jaycees. Have a regional or district "M" Night. Invite all the chapters and publicize in all newspapers. Bring state officers in to help with one-on-one recruiting. Design a door-to-door project and call only on prospects (i.e., providing sand for a sand box at a prospect's house). Send a flyer or letter describing the benefits and activities of Jaycees to prospects asking them to join. Have a Project Hand-Out Sheet - Make a list of all the projects your chapter does with a one-or two-sentence explanation. Also, have a membership application printed on the back. Then, give a few to each member to assist in recruitment efforts. Run a newspaper article with all the information about your chapter and a picture of a prospect being sworn in. Have a membership booth at all projects. Place a sign at all projects that says, "Jaycees at Work - Inquire Within." Use Hospital ID Bracelet - Issue one to all members. They must wear it until they sign up a new member. Issue at least three times and save old ones in a bowl for display at membership meetings.

11.

Exchange "can't gets" - Have all members write down the names and phone numbers of prospects they have asked but can't get to join. Get at least four names and exchange them with other members. In addition to your chapter's incentive program, your state and national organizations offer incentives and recognition for both individual and chapter achievements.

Training Chapter Officers


This section of the Chapter President's Management Handbook will provide you with the basic job description for most of the common offices found in Jaycee chapters. A detailed explanation of each officer's specific duties and responsibilities as well as how each officer should contribute to the development of the Chapter Plan and the successful achievement of the Blue Chip program can be found in the Officers' and Directors' Guide. It will be well worth your time to review the entire officers job description area in the Officers' and Directors' Guide. This will provide you with the background you will need to conduct an effective board of directors orientation and training session and provide you the necessary training information for your officers and directors. After you have familiarized yourself with each officer's job description of duties and responsibilities, you should provide a training session for your officers. This can be accomplished in several ways. You may choose to bring in an outside trainer to conduct your session. Your district director, regional director,statemanagement development vice president or other state officers can provide you with the training assistance you desire. Contact your trainer well in advance and be sure that at the appointed time, all of your officers are present. You may want to involve former officers and past members of your chapter to assist with your training needs. You can even conduct the training yourself now that you are familiar with the information contained in the Officers' and Directors' Guide. Your training sessions can be conducted on a one-to-one basis with each officer as you discuss their duties and responsibilities or you can conduct group sessions withineach area (Community Development,ManagementDevelopment.MembershipDevelopment and Individual Development). Training sessions could also be divided into vice presidents' or executive committee training and director or general board of directors training. In this way, you can discuss similar job descriptions and responsibilities in a group atmosphere. 38

Whichever method you choose for your officers' orientation and training, you should remember one important item: Training your officers and directors is a continuous, year-long process. The officers and directors of your chapter ran for their position to achieve a greater level of management and leadership experience. Jaycees is a leadership training organization and you are the key to the effective training of your personnel. You may want to use district directors or regional directors as resources to assist you in your training. You should also consider utilizing your state's Local Officers Training School (LOTS), which is generally held in Mayor June of each year. This is a comprehensive training program conducted by well-qualified trainers provided by The U.S.Jaycees. This training is usually a!one- or two-day program conducted at a central location within your state. i
I

Officer Job Descriptions


In order for your offiders to perform at maximum effectiveness, they need to know their job description with a definition of duties ~nd responsibilities early in your year. What follows. is an overview of the job descriptions, duties and responsibilities that are found in the Officers' and Directors' Guide. Every officer, regardless of their position has the responsibility of carrying out the general duties listed below: 1. Report to the president on a regular basis and work toward the achievement of the overall goals of the chapter. 2. Attend all chapter board of directors meetings. 3. Attend all chapter general membership meetings. 4. Personally recruit and promote the recruitment of new members. 5. Attend district, region and state meetings and training sessions. Additionally, each ofithe major officers that are common in most Jayceej chapters have duties that are specific to their area. They are shown listed here by officer:

Management Development Vice President


Specific Duties:

1.

2. 3.

Develop and conduct a member survey to determine the needs and desires of each member and the strengths and weaknesses of the management structure of the chapter. Develop a plan of action based on the strengths and weaknesses of the chapter (section D of the Planning Guide for Chapters). Assist the treasurer in the development and maintenance of the Management Development portion of the chapter budget.

Supervise and train assigned directors. Coordinate the selection and training of project and committee chairmen with the directors. 6. Coordinate and administer chapter and member activation programs (Blue Chip, Springboard, Degrees of Jaycees). 7. Coordinate Springboard and chapter orientations. 8. Coordinate the development of a chapter publication (at least monthly). 9. Provide monthly articles for the chapter publication. 10. Coordinate the chapter's Public Relations program. 11. Coordinate chapter's involvement in district, regional or state training sessions. 12. Monitor section D of the Planning Guide for Chapters and report progress to board of directors. 13. Provide a written evaluation of the annual progress of the Management Development programming area by preparing a Management Development year-end programming book.

4. 5.

12. 13.

ment year-end programming book. Utilize Community Development projects to recruit new members into the chapter. Promote and coordinate international projects in communities.

Individual Development Vice President


Specific Duties:

1.

2.

3.

4. 5. 6. 7. 8.

Community Development Vice President


Specific Duties:

1.

2.

3.

4. 5. 6. 7. 8.

9.

10. 11.

Develop and conduct a community survey to determine the needs or problems of the community. Develop a plan of action based on the results of the community survey. (Section C of the Planning Guide for Chapters.) Assist treasurer in the development and maintenance of the Community Development portion of the chapter budget. Supervise and train assigned directors. Coordinate the selection and training of project chairmen with the directors. Provide monthly articles for the chapter newsletter. Coordinate the selection of guest speakers from the community. Monitor and evaluate Section C of the Planning Guide for Chapters. Report progress to the board of directors. Serve as liaison between your chapter and the community, Le.: School board City councilor government body Chamber of Commerce Other civic organizations Any branch office of an international organization Provide publicity in the Community Development area of the chapters. Provide a written evaluation of the annual progressofthe CommunityDevelopment programming area by preparing a Community Develop39

9. 10.

11.

Develop and conduct a member survey to determine the Individual Development needs of the chapter. Develop a plan of action based on the results of the member survey. (Section B of the Planning Guide for Chapters.) Assist the treasurer in the development and maintenance of the Individual Development portion of the chapter budget. Supervise and train assigned directors. Coordinate the selection and training of project chairmen with the directors. Provide monthly articles for the chapter newsletter. Coordinate the selection of guest speakers to meet members' personal development needs. Monitor and evaluate Section B of the Planning Guide for Chapters. Report progress to the board of directors. Provide publicity in the Individual Development area of the chapter. Provide a written evaluation of the annual progress of the Individual Development programming area by preparing an Individual Development year-end programming book. Utilize Individual Development programs to recruit new members into the chapter.

Membership Development Vice President


Specific Duties:

1. 2. 3. 4. 5. 6. 7.

8. 9.

10.

Train members (membership recruitment). Organize M-nights and recruitment drives. Develop and supervise membership incentive programs. Provide publicity aimed at attracting new members. Coordinate chapter's retention. Submit monthly dues kit to state organization. Provide activation chairman with names of new members for inclusion in the Springboard program. Monitor and evaluate growth plan and report progress to board of directors. Keep inventory of recruiting tools: a. Membership applications b. Recruitment brochures Coordinate chapter and member activation programs

Local Director
Specific Duties:

2. 3. 4. 5. 6. 7.

1. 2. 3. 4. 5. 6.

Continually communicate with assigned members. Provide a status report of assigned members at each board of directors meeting. Promote the Springboard program. Promote the Degrees of Jaycees program. Manage assigned Major Emphasis Areas. Provide a status report of assigned Major Emphasis Areas at each board of directors meeting.

Prepare minutes for approval at each scheduled meeting. Count and record votes at membership and board meetings. Assist president in preparing the agenda for all meetings. Provide current membership rosters upon request. Maintain a calendar of events. Handle all outgoing chapter correspondence.

Treasurer
Specific Duties:

State Director
Specific Duties:

1. 2. 3. 4. 5. 6.

Serve as a member of the state board of directors along with the chapter president. 2. Prepare and present reports to the board and general membership on district, regional, area, state, national and international meetings. 3. Submit newsletter articles reporting the activities of district, regional, area and state meetings. 4. Develop and coordinate the chapter visitation program. 5. Promote chapter attendance at district, regional, area, state, national and international activities, meetings and training sessions. 6. Plan and coordinate the efforts of the chapter in extending additional Jaycee chapters.

1.

7. 8. 9. 10. 11.

Secretary
Specific Duties:

Reconcile monthly bank statements. Provide a financial statement for each board of directors meeting. Coordinate the chapter dues billing system. Pay all bills within 30 days after board approval. Deposit all income immediately. Prepare an annual budget; coordinate with each officer responsible for any income or expense. Supervise the activities of the finance committee. Coordinate an annual audit of the corporation (chapter). Provide for necessary insurance information for the chapter andikeep payments up to date. File all necessary forms, fees, etc. in conjunction with maintaining corporate status. File state or federal!tax forms and pay any fees due.

1.

Keep accurate records of the proceedings of all chapter meetings.

DIRECTING
Defining Leadership
Leadership is the process of directing the behavior of others toward the accomplishment of some objective. Directing, in this sense, means causing individuals to act in a certain way or to follow a particular course. Ideally, this course of action is perfectly consistent with such factors as established organizational policies, procedures and job descriptions. The central theme of leadership is getting things accomplished through people and is accomplished by communicating with others. managers, leading and managing are not identical activities. Management consists of: The rational assessment of a situation and the systematic selection of goals and purposes (what is to be done); the systematic development of strategies to achieve these goals; the marshaling of the required resources; the rational design, organization, direction and control of the activities required to attain the selected purposes; and finally, the motivating and rewarding of people to do the work. Leadership is a subset of management, dealing with behavioral issues.

Leader Versus Manager


Leading is not the same as managing. Although some managers are leaders and some leaders are
40

The Motivation Process


To be successful in working with other people, managers first need a thorough understanding of

the motivation process. To this end, a definition of motivation and descriptions of people's needs are the main topics of discussion in this section.

Defining Motivation
Motivation is an individual's inner state that causes her or him to behave in a way that ensures the accomplishment of some goal. In other words, motivation explains why people behave the way they do. The more managers understand members' behaviors, the better able they should be to influence that behavior and make it more consistent with the accomplishment of chapter objectives. Since productivity in all chapters is a result of the behavior of chapter members, influencing this behavior is a manager's key to increasing productivity.

Human Needs
The motivation discussed thus far implies that a thorough understanding of motivation is based on a thorough understanding of human needs. There is some evidence that people in the general population typically possess strong needs for self-respect, respect from others, promotion and psychological growth. Although the task of precisely pinpointing all human needs is impossible, several categories have been developed to help managers better understand these needs.

self-respect and respect for others. Once esteem needs are satisfied, an individual emphasizes satisfying self-actualization needs. Self-actualization needs are the desire to maximize whatever potential an individual possesses. For example, an officer who seeks to satisfy selfactualization needs would strive to become the best officer possible. The need for achievement is the desire to do something better or more efficiently than it has ever been done before. In some people the need to achieve is so strong that it is more motivating than a quest for profits. To maximize their satisfaction, individuals with high achievement needs tend to set goals for themselves that are challenging but yet achievable. Although these individuals do not avoid risk completely, they assess risk very carefully. Individuals motivated by the need to achieve do not want to fail and will avoid tasks that involve too much risk. Individuals with a low need for achievement generally avoid challenges, responsibilities and risk.

Motivating Organization Members


People are motivated or perform behavior to satisfy personal needs. Therefore, from a managerial viewpoint, motivation is the process of furnishing organization members with the opportunity to satisfy their needs by performing productive behavior within the organization.

Maslow's Hierarchy of Needs


Perhaps the most widely accepted description of human needs of the general population is that human beings possess six basic needs: (1) physiological needs, (2) security needs, (3) social needs, (4) esteem needs, (5) self-actualization needs and (6) need for achievement. Physiological needs relate to the normal functioning of the body and include needs for water, rest, sex and air. Until these needs are met, a significant portion of an individual's behavior is aimed at satisfying them. If these needs are satisfied, behavior becomes aimed at satisfying the security needs. Security or safety needs are the needs individuals feel to keep themselves free from harm, including both bodily and economic disaster. Management probably can best help members to satisfy their physiological and security needs through moral support and assistance in times of economic or medical troubles. As security needs are satisfied, behavior tends to be aimed at satisfying social needs. Social needs include an individual's desire for love, companionship and friendship. Overall, these needs reflect a person's desire to be accepted by others. As these needs are satisfied, behavior shifts to satisfying esteem needs. Esteem needs are an individual's desire for respect and generally are divided into two categories: 41

The Importance of Motivating Chapter Members


Unsatisfied needs of chapter members can lead to either appropriate or inappropriate chapter member behavior. Managers who are successful at motivating chapter members minimize inappropriate chapter member behavior and maximize appropriate chapter member behavior. Correspondingly, these managers raise the probability that chapter members productivity will increase and lower the probability that chapter members' productivity will decrease. Managers have various strategies for motivating chapter members. Each strategy is aimed at satisfying chapter members' needs through appropriate chapter member behavior.

Managerial Communication
Perhaps the most basic motivation strategy for managers is simply to communicate with chapter members. This manager/member communication can satisfy such basic human needs as recognition, a sense of belonging and security. For example, such a simple action as a manager attempting to become better acquainted with members could contribute substantially to the satisfaction of these

three needs. As another example, a communication message from a manager to a subordinate that praises the subordinate for a job well done can help to satisfy recognition and security needs of the subordinate. As a general rule, managers should strive to communicate often with other chapter members, not only because communication is the primary means of conducting chapter activities, but also because it is a basic tool for satisfying the human needs of chapter members.

up meeting rooms, preparing agendas with the secretary and helping you keep the Plan of Action calendar current. It is also your responsibility to teach your officers the importance and the skill of delegation. Remember that they, too, have a number of programs and responsibilities that could easily bog them down if they don't get help. Prevent this from happening by teaching them how to delegate to project chairmen without taking on too much work themselves. One of the quick~st ways to turn off your officers is by letting them work themselves too hard. Make sure no one officerds taking on more responsibility than can be handled.

Delegation of Duties
Delegation of duties will be one of the real keys to your success this year. You may have a tendency to feel the only way to get the job done right is to do it yourself. But as a local president, you will quickly become overloaded if you try to handle it all yourself this year.

Why Delegate? The most important reasons to delegate authority in your Jaycee work are your family and your job. Your family and job are with you for life, and you must have your priorities in order if you are to obtain success as a Jaycee or in life. The more Jaycee work you delegate, the more time you will have available for the other important aspects of your life. The next reason to delegate is to build your leadership team. Your fellow officers will be more inclined to feel a part of the team if they have monthly responsibilities and realize that the entire chapter is counting on them to perform. If you are doing their work for them and not letting them get involved, you are taking away some of their reasons to become active team members. What To Delegate. You should plan your delegation of duties with great care. Don't delegate work just to get rid of it; delegate to get it done. Obviously you will want to match officer responsibilities with the job description your chapter has developed. However, officer responsibilities are not the only jobs you will want to delegate. There are some jobs for which you are responsible but you don't necessarily have to perform personally. You may choose to appoint an aide. Your aide would be responsible for such items as setting
42

How to Delegate. Before delegating specific duties, make certain the other person understands guidelines on policy and procedures as it relates to the job. Once this is accomplished, the specific duties should be clearly defined. At this point, allow the person you are working with to help in planning the duties. This can be a crucial step in the delegation process. Keep in mind that people do things because they want to-not because you want them to. By allowing the opportunity to provide input, the duties can becpme things they want to do. This thinking holds true for the next step in successful delegating-":'setting goals. The goals must be set and agreed upon. Knowing the parameters in which you have to work, let the other people have a hand in setting the goals. As long as they are consistent with;the goals you feel must be reached, you have again given them the opportunity to grow as individuals. The goals have become their goals, not just your goals. By now, it should be evident that a key factor in delegating is communicating. After you have communicated guidelines, duties and goals to your people, let them know that you want to hear from them as their assignments progress. Equally important, communicate your intentions to check with them periodically and then be sure to do it. Follow-Up. No' matter what duties you delegate, the completion of all activities is still your responsibility. As the chief executive officer, you are the one who must account for all the functions of your board. You must follow up on all items that are delegated. By listening to and reviewing officer reports, you will know whether or not particular officers are performing. Keep a checklist of all the items for which you are responsible, but have delegated. Then you can periodically check through the list and determine what is or is not being completed. Delegating is the key to successful management. How well you use this management tool will be an important factor in your success this year.

Provide job descriptions and training


- Everyone must know what is expected of them. They must receive the training in order to perform their duties properly.

Establish a common identity -Everyone must identify themselves with the team. This may be as simple as common colored name tags or as elaborate as a chapter uniform. Special identification for your officers
- This is your leadership team. They should be treated with respect and they will do even more to earn it. You should provide special seating for them at meetings. A special name tag that identifies their particular office will help set them apart from the general members. Provide recognition - First you need to understand the difference between recognition and awards. Both are important, but they are different areas. Recognition isgiving credit for doing something. This can be in the form of a thank you from the podium or in the newsletter. Awards are given for excellent performance in a given area. Develop an awards and recognition system.

Team Building
You might ask, "What does a team have to do with my year as president?" As was stated previously, no one can do it all effectively all the time. Your chapter needs to function as a management team. The dictionary defines a team as, "a group of people working in a coordinated effort." This year, you will need a coordinated effort from all of your officers and members to accomplish the things that you have established as goals and to have an impact in your community. If you follow these important guidelines, your team will be a winning team! Get to know your members - Show everyone that you care for them and their desires. You will gain their respect. Establish a common goal - This may be the objective for your chapter. Everyone must know what it is and be able to relate to it. Everyone should be working together to accomplish the chapter's common goal.

Provide constant communication

-Every member must know what is happening. Use every means at your disposal; i.e.,newsletter, phone, thank you cards, invitations and visitation teams. Learn to deal with people - Use your "people skills." Everyone is different. Work with everyone. Encourage involvement - Utilize the total Jaycee concept through your Major Emphasis Areas to involve more people than ever before. These important techniques used everyday will help you build your team. Remember, teams will accomplish more than a group of individuals.

CONTROLLING
Defining Controlling
Controlling should be an on-going process that can alert a chapter president when something is going wrong, in sufficient time to correct it. When correcting a problem, you should do it in a positive manner. Controlling should not be done to point out that someone has made a mistake, but should be handled and perceived as a "corrective action" process to assist the chapter in reaching its goals. 43

Conducting Successful Meetings


One of the most important keys to your success as chapter president will be the meetings you conduct this year. Through them, the business of the chapter will be conducted, members will be recruited, members will be activated, and you will be able to utilize the controlling management function.

Differing Aspects of Board and Membership Meetings


Every chapter should have both board and membership meetings on a regular basis. Each serves a specific purpose and should not be confused with the other. The frequency of the meetings is up to your chapter. Board meetings are for business; membership meetings are for enjoyment, friendship and involvement. Most decisions affecting the chapter should be solved, new directions discussed and personal needs should be examined at your board of directors meeting. The one-hour meeting policy does not apply to board meetings. Plan your board meetings in much the same fashion as your membership meetings. At each board meeting, the chapter's yearly plan should be monitored, reviewed and discussed. If any changes, deletions or additions are needed, it is at your board meeting that these need to be implemented. Each project chairman should present the first nine questions of the CPG for their proposed project for board review and approval. Once board approval and approval of the membership is granted, each project chairman should provide project status reports to the board. When the project is completed, the chairman should present the completed CPG (Final Report) to the board, then the membership, for approval. Each director responsible for a group of members should provide a status report at each board meeting. Your members are the most important resource your chapter has. Therefore, by closely monitoring and evaluating each member's involvement, you will know what needs to be done to increase activation in your chapter. Financial reports should be examined carefully at your board meetings. If you are having problems in this area, solve them at board meetings where you have a smaller, more involved group to offer solutions. Take the solutions to the membership meeting along with the problems. That way, your chapter can verify whether the board's decisions are the best. The chapter will usually agree with your course of action.

You and your officers must attend every meeting. It is also quite important that you and your officers circulate before and after the meeting with all the members and notsegregate yourselves.You, especially, should make it a point to greet each member in attendance sometime during the evening. Again, this will result in greater participation.

Parliamentar~ Procedure
I

If you are going to have effective board or membership meetings, they must be conducted in an orderly fashion.Parliamentary procedure isdesigned to help keep that order. It is a tool for you to use to conduct the business in a sensible manner while making certain that those on the minority side of an issue have the opportunity to speak. Parliamentary procedure is not an unbe~ding, rigid process. If it is used as such, it will offend your members and defeat your purpose. Utilize parliamentary, procedure as a tool to maintain order, not to strqngle a healthy give-andtake of opinion. Be relaxed, be familiar with the rules, try to get people to respond and you will be using parliamentary procedure 'in the right way. You will find, with practice, that it will help you run short, enjoyable meetings. In short, your meetings this year must be built around the three "P's:" Planning, Promotion, and Participation. Every facet! of your meetings will fall into one of these categories. ,

Planning

a M~eting

Membership Meetings Equal Manpower


Your membership meetings should be fun. If the "nitty gritty" business has been conducted at your board meetings, your membership can come to the membership meetings to hear reports and enjoy fellowship. They will then be more inclined to continue and expand those friendships through active work on a project. 44

As with anything you do this year, planning is critical to results. Thosei chapter presidents who spend only a few minutes preparing for their meetings will find only a few people'attending or participating. You, on the other hand, want to be successful. Location - The location of your meeting is important. Whether the location changes from meeting to meeting or is the same1all year long, a few things need to be remembered. First of all, there must be a lectern or podium. This should be at the front of the room, flanked by the Jaycee Creed q.ndthe American Flag. You may want to have the central officers (president, vice presidents, secretary, treasurer and state director) at some sort of a headtable. The rest of the room should be set up for your members' ease in hearing and seeing the speakers. Try to avoid having a large room with chairs scattered about if you do not have a sound system. If the room is small and you don't expect a large turnout, a microphone may not be necessary. If you have a standard location for your meetings, the location of rest rooms should be known to all. If not, directions should be posted. The same is true for smoking areas, if you opt to have "no-smoking meetings."

If you don't have a standard location, consider putting one of your vice presidents in charge of recruiting meeting sponsors for all your membership meetings. This job should include approaching businesses in town about providing a meeting room. In many chapters this system has worked out extremely well, minimizing their meeting costs and providing good contact with the business community.

AGENDA AnytOwn Jaycees November 15, 198 8:00 pm ( ) Call to Order President Jones 8:01 pm ( ) Invocation Chaplain Smith 8:02 pm ( ) Pledge of Allegiance Pat George Sandy Brown 8:03 pm ( ) APproval of Agenda Mark Money 8:04 pm ( ) Secretary's Report David Dynamic 8:06 pm ( ) Treasurer's Report Ann Action 8:08 pm ( ) IDVP Report Paul Plan 8:12 pm ( ) CDVP Report Gary Grow 8:16 pm ( ) MDVP Report 8:20 pm ( ) Membership VP RepOrts 8:25 pm ( ) Old Business A.

Programs - Most successful membership meetings will include a short program. Perhaps it will be the hosting business showing off the latest product. Maybe it will be a banker explaining the services of his bank. It may be someone from another community organization detailing a program they are conducting or for which they are seeking help. It may even be a politician answering some of the questions of constituents. In any case, it provides an interesting diversion from the "meet, meet, meet" habit some chapters fall into. You might also consider doing mini-programs on some of your Individual Development programs. These should be short, interesting, fun programs, no more than five minutes or so in length. Don't try to actually conduct an 10 program at a meeting; it may chase off some of your attendance. Instead, use the most interesting participation or role-playing segment of the program. Those who are interested in going through the entire program will then have a better idea of what it offers. The thing to remember about programs is if they are fun, or really interesting, they will influence your members to attend your chapter's membership meetings on a regular basis-and your success increases. Agendas - Successful chapter presidents do not take this for granted. Those who want to attract members to the meetings develop their agendas with several things in mind: length, necessary business and reports, enjoyment and involvement. As a general rule, your membership meetings should not exceed one hour in length. That doesn't mean that you neglect important business, cut the program, or gavel the meeting closed at the end of 60 minutes. It does mean, though, that you must plan and follow your agenda and keep each item to the amount of time it really needs. One way to help yourself do this is to place times along the left margin of the agenda as you develop it. As you can see, this is very tightly constructed. At times, you will have more time used on Community Development projects or one of the other categories. When this happens, simply adjust your time frame to allow for it. If you know you have old business that will take longer than usual, try to inform those who have reports to shorten them. In other words, compensate.
45

B.
8:30 pm (
A. B.

) New Business

8:35 pm ( ) Guest Speaker (program) Mayor Olsen 8:50 pm ( ) President's Remarks President Jones 8:56 pm ( ) Announcements 8:59 pm ( ) Jaycee Creed Nancy Steel 9:00 pm ( ) Adjourn

There will be times when the one-hour meeting will not be possible, such as nomination and election of officers or when you are dealing with changes to your bylaws.Your members will understand exceptions if you make every effort to keep the meetings to a standard length, whether it's one hour or an hour and a half. One of the most important things about using the agenda to control the length of the meeting is that you start on time. Those chapters which start their meetings 10 or 15 minutes late don't attract members to the meeting for the announced starting time. If your members know that you will start on time, whether they're there or not, they will respond by arriving early. Go ahead and start your meetings on time-and see what happens.

Promoting a Meeting
When ybu have planned a good meeting, you want your members to attend to get the benefit of what your chapter has to offer. There are several ways to promote attendance. Newsletter - Each of your newsletters should feature a short article about what your members can expect from the next meeting. If you have a speaker or a program, promote it in a special article, not just in the one about the upcoming meeting. Let members know which projects will be

reported on, what awards will be given, where the meeting will be held, what time and day, and any directions necessary. Also, a newsletter distributed on a timely basis will be a reminder to your members that a meeting is coming up.

Phone Committee - A very effective means of promoting membership attendance at meetings is to call your members. The best time to make the calls is two or three days in advance of the meeting. If the calls are made too early, people will tend to forget. If they are made too late, the members may already have something else scheduled. In spite of the fact that they should already know the day and time, and should have read the newsletter, they can still forget. Remember that. Media - There are a couple of simple things you can do through the news media to remind your members of the meeting. First, each radio station is likely to have a community bulletin board, as does the local newspaper. See that your public relations chairman informs the media at least one week in advance of all membership meetings. If you have someone from the community coming to your meeting to present a program, it may be newsworthy. Have your PR chairman develop a news release on the program for your next meeting. It will do three things for you: inform the public that the Jaycees are seeking information on how to do a job for them; stroke the individual who is putting on the presentation; and give your members a good reason for attending the meeting. There is also a good deal of pride for your members in seeing the meeting promoted through news coverage. You can use that pride to build your chapter. Word of Mouth - The most effective promotion of your meetings is by word of mouth. If your meetings start on time, end on time, and are enjoyable in the middle, your members will tell other members about it. It is surprising how a few "Hey, wasn't that a super meeting last night," or "Where were you last night, you missed a great program?" comments in the presence of members who missed the meeting can influence them not to be left out of the next meeting. Take advantage of everyone's desire not to fee/left out.

Instead of having your vice presidents give all the reports on projects in their areas, try doing things another way. Call on your vice presidents in the ordinary fashion, but ask them to very briefly explain their area of responsibility and then call on directors under their charge. The director can then call on project chairmen who actually file the reports. This way, you can get 20 or more of your members actively involved in your meeting-which means 20 or more members present! This way of doing things will result in more members at your meetings, but will be effective only with chapters willing to work between meetings. Chairmen have to be recruited for each project and prepared for their reportsibefore the meeting day. Vice presidents and directors have to be coached on how to quickly overview their areas. And the reports must be easily understood by old and new members alike. Explain to your officers, directors, and chairmen that these reports should explain projects, not explain every detail of the committee meetings or review every step taken so far. Chairmen should be enthused about their projects, explain what the project is, why it is run and how much fun it will be to be involved. The best way for chairmen to get workers for their projects is for them to give a short, interesting report, then recruit workers personally immediately following the meeting. One-on-one recruiting is effective and will result in :maximum involvement of your members.
I

Encouraging Participation at a Meeting


Perhapsthe most important ingredient in obtaining the maximum turnout for your meetings is participation. An individual who is scheduled to give a report will automatically attend the meeting, right? It stands to reason, then, that the more people you involve in the meeting, the greater will be your attendance.
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Each of your members should be welcomed to every meeting. Place one of your vice presidents in charge of organizing a group of greeters for membership meetings. A mixture of old and new members should1be used for each meeting. The greeters should arrive fifteen minutes prior to the meeting, put on their name tags, arrange to make tags for all memb~rs and guests, then await arrivals. This creates an atmosphere of friendship for the meeting which will ,come through in added participation and involvement. Even the newest member will feel welcome, and your older members will feel that the chapter is responsive to their desires. In short, you can't lose by having your members greeted.

Greeters -

Introductions - Sometime during the meeting, save time on the agenda for each member, in turn, to stand and infroduce himself or herself including workplace and chapter office. This provides the opportunity for those who bring prospective members to introduce them to your members. Each guest and new member should receive welcoming applause when introduced.

Each member should feel a part of the meeting whether giving a report or offering an opinion. Each should feel welcome. Successful meetings are one critical ingredient to a successful year. If you'd like more information, refer to the Guide To Successful Membership and Board Meetings manual, Catalog No. 5023-0. It is available from The U.S. Jaycees' Sales department.

3. 4. 5.

Clear on job responsibilities? Aware of the importance of the job to the total effort? Afraid to ask for assistance?

How to Replace a Non-Performer


Hopefully it won't be necessary for you to replace an officer or a chairman, but you were elected to administer the successful activities of the chapter. It is your responsibility to see that everyone does their job. One weak link can break the entire chain. After you have assessed the situation using the steps above, you should sit down with the individual and ask some of the same questions. Let this person tell you what the problems are, then work together to find solutions. If it is agreed that the member can no longer handle the responsibilities of the office, then help with a graceful resignation. Offer to announce a reason for resigning that will not embarrass anyone. If the non-performer doesn't accept your assessment of the situation and wants to keep the job, then you should get a performance commitment in front of fellow board members. Set specific goals, dates and deadlines and write them down. Allow no more than 60 days for the accomplishment of these goals. Then review them with the member again at the end of the time period. If the goals haven't been accomplished, you should ask for a resignation. One helpful thing to remember about removing non-performers is that they will probably appreciate it. When someone isn't getting the job done and knows it, it hangs like a rope around the nonperformer's neck. You are doing them a favor when you relieve them.

Handling Non-performers
Sometime during the year you will encounter what is referred to as the "non-performer." They come in many forms. Some just ran for the office, not the job; and they really enjoy the name tag, but avoid the responsibilities. Some may become too involved in other activities (or already were when they were elected). Some may just lose their desire to perform during the year. You need to establish a plan of action for handling non-performers. It is your responsibility to help identify problems, offer solutions and motivate them to perform.

Identify the Problem


Ask yourself these questions: 1. Have I taken the time to understand this person? 2. Have I been fair and honest in our relationship? 3. Have I given my full support? 4. Have I offered encouragement? 5. Have I fully explained job responsibilities? 6. Have I explained what is expected? 7. Have I explained how this job relates to the overall goals of the chapter? 8. Have I explained the benefits to be gained from doing the job well? 9. Have I helped in establishing goals? 10. Do I allow the opportunity of carrying out the job without undue interference from others? 11. Have I provided the necessary assistance? 12. Do I give credit for accomplishments, or do I take the glory for the achievements? 13. Do I praise in public and correct in private? B. Ask yourself if non-performers are: 1. Overloaded with Jaycee assignments? 2. Affected by outside influences such as work,'family or health? 47 A.

Finding a Replacement
Your chapter's bylaws will dictate the procedure for replacing an officer or director. If an election is required, conduct it as soon as possible. You may even want to call a special meeting of the board of directors to speed up the process. Be thinking of potential replacements as soon as you determine a non-performer may have to be replaced. If an election is not required, announce the replacement at the same time you announce a resignation. It is better to have an office empty than to have a non-performer wearing the name tag. It is better yet to have a performer in the office. Look for replacements in the ranks of past officers or other experienced Jaycees. There may be some new Jaycees who, with the proper training, could finish the year, but experience will be very useful for someone taking over in the middle of the year.