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| − | Controlling: Managers must ensure that all of the work of the organization moves toward the overall fulfillment of the mission of the organization. This requires assessment of the various activities within the organization to determine whether they are remaining on mission, and where there needs to be some positive motivation to redirect energies and activities to continue to keep the entire organization working together toward its common goal. A clear understanding of this goal must be shared within and by the entire organization.
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| − | </noinclude> | + | <!-- 3. Diferencie eficência de eficácia. --> |
| − | <!-- 3. Tell the difference between efficient and effective. --> | |
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| − | '''Effective''' means accomplishing the desired task, '''efficient''' means doing a task in a timely and resource-conscious manner.
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| − | The first time a Pathfinder Unit sets up their tent, it may take them quite a while, they may make mistakes and have to re-do some steps, but they will eventually set up their tent properly. In the end, they were '''effective''' at their task - setting up the tent. But we can clearly see that they were not necessarily '''efficient'''. Had they understood the steps, had all the components (tent, ground cloth, poles, stakes, mallet, rain-fly, etc) laid out and ready to go, and each person knew what part they were supposed to accomplish and in what order, they would be much more '''efficient''' at accomplishing their task '''effectively'''.
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| − | While we all want to be '''effective''', it is important to also consider '''efficiency''' in operations, and efficiency is usually the result of good training, good preparation, and good communication.
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| − | It is also possible to be efficient, but not complete the task required, and thus not be effective. This, too, is something to avoid.
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| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | <!-- 4. Segundo a teoria da motivação humana de Maslow, as necessidades humanas estão organizadas e dispostas em níveis, numa heirarchia de importância e de influência. Explique essas necessidades, também conhecidas como Pirâmide de Maslow. --> |
| − | <!-- 4. According to Maslow's theory of motivation, human needs as are organized and arranged in a hierarchy of levels of importance and influence. Explain these needs, also known as Maslow's pyramid. --> | |
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| − | [[Image:MaslowPyramid8.jpg|300px]]
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| − | Abraham Maslow, a psychologist, first published his Theory of human Motivation in 1943. Over the years, it has been modified and adapted, with the current version comprising eight “layers” to the pyramid, the most basic needs at the base (bottom), moving upwards beyond needs to self-actualization and ultimately self-transcendence (caring for others above oneself). Maslow proposed that the first four levels, the so-called deficiency needs, were requirements that humans strove for in order from the most basic (Physiological needs including food, water, sleep and physical comfort), and that each step could only be a motivator for behavior if the needs of the prior step were achieved.
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| − | In order from the Base to the tip of the Pyramid (so opposite of how it would appear in the accompanying picture), the eight levels are:
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| − | (Basic Needs)
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| − | 1. Physiological Needs (Hunger, Thirst, Physical comfort)
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| − | 2. Safety/Security Needs (Staying out of danger)
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| − | (Basic Psychological Needs)
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| − | 3. Belongingness/Love (Being accepted by another individual and/or a group)
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| − | 4. Esteem (A sense of approval for behavior, recognition for achievement)
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| − | (Growth)
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| − | 5. Cognitive (The desire to know, learn, understand and explore)
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| − | 6. Aesthetic (An appreciation for symmetry, order, beauty)
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| − | (Self Fulfillment)
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| − | 7. Self Actualization (Realizing ones own potential, living up to ones capabilities)
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| − | 8. Self Transcendence (Placing others first, desiring to help others fulfill their potential)
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| | {{CloseReq}} <!-- 4 --> | | {{CloseReq}} <!-- 4 --> |
| | {{ansreq|page={{#titleparts:{{PAGENAME}}|2|1}}|num=5}} | | {{ansreq|page={{#titleparts:{{PAGENAME}}|2|1}}|num=5}} |
| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | <!-- 5. A liderança está presente em muitos momentos de nossa vida. Faça um texto (de 20 a 40 linhas) descrevendo a importância de liderança na administração. --> |
| − | <!-- 5. Leadership is present in many moments of life. Write an essay (of 20 to 40 lines) describing the importance of leadership in administration. --> | |
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| − | The instructor should not only acknowledge the completion of this requirement, but also use the essay as a place to expand the conversation of leadership, administration, management, order and responsibility. This essay can serve as both a review and starting point for several other requirements in this honor.
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| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | <!-- 6. Fazer um organograma do funcionamento do Clube de Desbravadores, em todos os seus níveis (nacionais e mundiais), destacando o seu clube. --> |
| − | <!-- 6. Make a flow chart of the organization of the Pathfinder club, in all its levels (worldly and nationally), highlighting the club you belong to. --> | |
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| − | As Pathfinders is a Ministry of the Adventist Church, the organizational structure generally parallels the Church structure.
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| − | The world church is administered by the General Conference, which comprises 15 Divisions and Fields. Most of these are divided further by Union Conferences, which are generally divided into Conferences, and finally, some conferences are divided further into Areas, where the local Pathfinder Club will reside.
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| − | The general organizational chart, from member up to the General Conference, as per the General Conference Pathfinder website, follows:
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| − | Pathfinder Club Members
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| − | Counselors & Instructors
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| − | Deputy Directors & other support staff
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| − | Club Director
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| − | Local Church Board
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| − | Area Coordinators
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| − | Local Conference Pathfinder Director
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| − | Union Pathfinder Director
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| − | Division Pathfinder Director
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| − | General Conference Pathfinder Director
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| − | </div>
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| − | The Divisions and Fields can be found at [http://www.adventist.org/world-church/]
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| − | The 10 Union Conferences and Missions of the North American Division can be found at [http://www.nadadventist.org/article/54/directory/area-headquarters]
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| − | The current World Pathfinder Director is Jonatan Tejel.
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| − | The current North American Division Pathfinder Director is James Black.
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| − | (see [http://www.pathfindersonline.org/about-pathfinders/about])
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| − | You will need to research within your own Division, Union, Conference and Area to determine the chain of leadership applicable to you.
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| | {{CloseReq}} <!-- 6 --> | | {{CloseReq}} <!-- 6 --> |
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| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | <!-- 7. Defina planejamento e sua importância dentro do Clube do Desbravadores. --> |
| − | <!-- 7. Define planning and its importance in the Pathfinder club. --> | |
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| − | Planning is the process of systematically preparing for the future. In a Pathfinder club, there are several components of planning. Below is one way to consider a planning process, but it is certainly not the only way.
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| − | The first is to assess and understand the organization, which will allow effective planning for that specific club. Some things to consider may include:
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| − | What is the mission and purpose of the club, which should shape all of the activities.
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| − | What are the components of the Pathfinder experience, from the Investiture Achievement to the Honors to various activities.
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| − | What are the the age level and skills of the members, as well as the staff.
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| − | Where is the club located (what space can it use, what is the general climate and terrain of the city or state that needs considered for planning activities, etc).
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| − | Think of some other basic considerations to understand as well.
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| − | Once the club is assessed, what are the activities it intends to accomplish, and over what time period? Consider some of the following, but list others that may be relevant:
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| − | Staff recruitment and training
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| − | Coordination with the local church for use of space
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| − | Pathfinder recruitment
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| − | Induction
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| − | Club meetings
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| − | Investiture Achievement classes
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| − | Honor classes
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| − | Skill training
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| − | Field trips
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| − | Mission and outreach work
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| − | Community service projects
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| − | Pathfinder Bible Experience
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| − | Camping
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| − | Hiking
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| − | Camporees
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| − | Pathfinder fairs
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| − | Pinewood derby
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| − | Pathfinder Sabbath
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| − | Drilling and marching
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| − | Fundraising
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| − | Investiture
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| − | </div>
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| − | Once the basic ideas of what to do are decided, lay that against the calendar.
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| − | What are the area, conference, union or division events that have set dates?
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| − | What are the events the local church already has scheduled?
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| − | What are the dates of operation and vacation of the public or church schools that the Pathfinders are likely to come from?
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| − | What are the days available for use of the Pathfinder meeting room at the local church or elsewhere?
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| − | Are there some things that must be done sequentially (it is better to teach basic camping skills before camping, one needs to learn drill before competing in a drill competition)
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| − | Are there certain times activities are best done (depending upon where you live and what skills are known, january may be a great time or a lousy time to camp. If you have a special Thanksgiving program planned, is is usually better in November than March)
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| − | Are there some things that take several weeks or months to learn or accomplish?
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| − | If you know what you want to do, you also have to consider equipment. Effective planning will need to take into consideration supplies, tents, food, chairs, art supplies, transportation - all of the things you use as part of Pathfinders.
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| − | What equipment do you have, and what condition is it in?
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| − | Do you need to consider either new equipment, or time for maintenance?
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| − | Where is equipment stored, and how much time do you need to get it before using it?
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| − | Is there some equipment or supplies that are perishable? If so, when will you acquire and/or use them.
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| − | As you start to fit all of the pieces together (and it is not easy), you also have to consider one of the more challenging aspects - budgeting.
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| − | How much does each component cost? Don’t forget things like transportation, food, fuel, uniforms, patches...
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| − | How much money does your club have in reserve?
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| − | How much does your church contribute?
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| − | How much does each Pathfinder contribute (Dues, membership registration, etc)
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| − | What do club registration fees amount to for the conference and/or area?
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| − | What are other ways the club may consider raising money? Have these been fit into the calendar?
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| − | Once a master plan for the year has been made (and approved by the local Church board), it is important then to remember that planning isn't done. The main plan is just the overall guideline. Each activity, each event, will need a more focused plan, and plans will always need to be flexible as circumstances change.
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| − | it may sound complex (it is), but with proper planning and preparation, Clubs are better prepared, leaders are better prepared, and the overall program runs more smoothly, providing a positive environment for spiritual, mental, physical and social growth for the pathfinders, and for their staff. Poor planning, however, leads not only to disorganization and higher stress, it may also quickly lead to an unwelcoming or even unsafe environment.
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| − | </noinclude> | + | <!-- 8. Elabore o planejamento anual das atividades do seu clube, invlusive o planejamento das classes regulares e avançadas, contendo metas, estratégias, plane de ação e formas de controle das etapas do planejamento. Executar esse planejamento por, pelo menos, 6 meses. --> |
| − | <!-- 8. Develop a year plan of Pathfinder activities, including plans for the regular and advanced classes, containing goals, strategies, action plans and ways to control each stage. Execute this plan for at least 6 months. --> | |
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| − | This is clearly something to be done in association with the Pathfinder staff. This fits well within the TLT program and responsibilities, but that doesn't exclude younger Pathfinders. A Pathfinder is never too young to be exposed to the planning process, and the early format of the Pathfinder Club devolved quite a bit of responsibility for planning down to the Unit level - to the youth themselves. But it must be remembered that the club leadership has a responsibility to provide guidance, oversight and ensure the decisions made are safe and more importantly fit within the purpose and mission of the Pathfinder program.
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| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | <!-- 9. Defina método MASP e discorra sobre a importância da constante análise dos problemas que enfrentamos no clube e a busca por soluções. --> |
| − | <!-- 9. Define the MASP (Method of Analysis and Solutions to Problems) method and discuss the importance of analyzing problems a club faces and finding solutions. --> | |
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| − | MASP (Método de Análise e Solução de Problemas), often translated as either Method for Analysis and Solutions to Problems, or Method of Analysis and Troubleshooting (MAT), is a method of assessing and resolving problems in organizations popularized primarily in Brazil. MASP is a variant of the PDCA (Plan, Do, Check, Act) or PDSA (Plan, Do, Study, Act) method of problem solving, often comprising an eight step process that begins with looking at behavior, actions or outcomes that need adjusted, and then proceeds to find and implement solutions, while also monitoring the overall effectiveness.
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| − | A general MASP process comprises eight steps.
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| − | 1. Identify the Problem: What specifically is the behavior, attitude, or outcome that needs changed. Be clear, concise, and focused at this step. You cannot change everything at once, so start with the most significant or most troubling.
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| − | 2. Observe/Study the Problem: What are the main characteristics of the problem? How is it manifest? What are the component parts?
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| − | 3. Analyze the Problem: What is the root cause of the problem? Again, it is important here to be very specific. List several assumed causes of the problem, then work through each one analytically to try and identify the center of gravity, the core issue that, if adjusted, could lead to a more positive outcome.
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| − | 4. Build a Plan of Action: What are you going to do to address the root cause of the problem? Be clear about the strategies to employ to accomplish change, don’t just say the plan is to change. How can you change certain behavior, actions, underlying causes?
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| − | 5. Take Action: Communicate the plan. Communication is key to effective action. Execute the action. Don’t just say change is needed, act on it, and ensure others are acting as well. It is very easy to slip back into old patterns, or to too quickly assume changes will not be effective.
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| − | 6. Verify the Impact: Keep track of what is changing, both in regards to the root cause, and to the outcome. Are the expectations of change being met? In what ways? How are they not being met? Identify and remove blocks to change, revise the action plan as needed.
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| − | 7. Standardization: Once you have found the new set of actions and methods that lead to the desired changed outcome, standardize these actions. Clearly identify the new pattern of behavior, process or actions, and communicate these throughout the organization. Be sure they are understood and applied.
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| − | 8. Conclusion: Review the steps of the process, review the application and changes, and assess where the process could have been better, more effective, or less disruptive (though at times being disruptive is necessary to effect change). Look for lessons to apply moving forward.
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| − | MASP is useful for mid- to long-term adjustments in structure to achieve a desired outcome. The shorter-term PDSA method may also be useful, particularly to keep in mind when rapid mid-course corrections are needed.
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| − | PDSA begins first with a basic set of questions. What am I trying to change, how can I change it, how will I know when the desired effect has taken place. Think of PDSA as a loop, rather than a linear process.
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| − | 1. PLAN: What will you do differently in your process to achieve the desired outcome. Be sure to communicate clearly the plan and the desired outcome.
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| − | 2. DO: Carry out a small-scale test of the plan. See how it works. Is it beginning to bring about the changes desired?
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| − | 3. STUDY: What are the effects of the changes? Are they meeting expectations? Where can they be adjusted to be more effective? Are these the right changes to be made to achieve the desired outcome?
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| − | 4. ACT: Implement the adjusted changes on a larger scale. At this point, you can return to Step 1, and continue through the cycle. As noted above, PDSA serves as a rapid cycle process, so it may be run numerous times to be most effective, or can be used in rapidly changing situations.
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| + | <noinclude></noinclude> |
| − | <noinclude> | |
| − | </div></noinclude>
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| | {{CloseReq}} <!-- 9 --> | | {{CloseReq}} <!-- 9 --> |
| | {{ansreq|page={{#titleparts:{{PAGENAME}}|2|1}}|num=10}} | | {{ansreq|page={{#titleparts:{{PAGENAME}}|2|1}}|num=10}} |
| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | <!-- 10. Encontrar uma história bíblica que mostre a importância da administração. --> |
| − | <!-- 10. Find a Bible study that shows the importance of administration. --> | |
| − | </div>
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| − | Exodus Chapter 18 provides a good lesson in administration, problem solving, and effective delegation, and serves as a good guide for leaders.
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| − | </div>
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| + | <noinclude></noinclude> |
| − | <noinclude> | |
| − | </div></noinclude>
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| | {{CloseReq}} <!-- 10 --> | | {{CloseReq}} <!-- 10 --> |
| − | <noinclude><div lang="en" dir="ltr" class="mw-content-ltr"> | + | <noinclude></noinclude> |
| − | </noinclude> | + | ==Referências== |
| − | ==References== | + | [[Category:Adventist Youth Honors Answer Book/pt-br]] |
| − | [[Category:Adventist Youth Honors Answer Book|{{SUBPAGENAME}}]] | + | <noinclude></noinclude> |
| − | <noinclude> | |
| − | </div></noinclude>
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| | {{CloseHonorPage}} | | {{CloseHonorPage}} |
