The JCI Areas of Opportunity
Junior Chamber International
Worldwide Federation of Young Leaders and Entrepreneurs
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INDEX
THE EVOLUTION OF THE CONCEPT................................................................................ 1. The Commission System ............................................................................................ 2. The Areas of Activity System .................................................................................... 3. The Mission of Junior Chamber International ............................................................. 4. The Areas of Opportunity........................................................................................... 5. The Commissions ...................................................................................................... 6. The Chapter’s Structure ............................................................................................. THE INDIVIDUAL AREA OF OPPORTUNITY ................................................................... Ideas for the Individual Development Area of Opportunity ............................................... A. Personal Development Commission ........................................................................... B. Trainers Commission ................................................................................................. C. Officers Training Commission ................................................................................... D. Membership Growth and Extension Commission ....................................................... E. Meetings Commission................................................................................................ THE COMMUNITY AREA OF OPPORTUNITY.................................................................. A. JCI Major Emphasis Theme Commission ................................................................... B. Community Development/Involvement Commission .................................................. C. Economic Affairs Commission................................................................................... D. Children and Youth Commission ............................................................................... E. Governmental and Civic Affairs Commission ............................................................ The JCI Project Planning Cycle ........................................................................................ THE INTERNATIONAL AREA OF OPPORTUNITY........................................................... A. International Affairs and Relations Commission ......................................................... B. Chapter Twinning Commission .................................................................................. C. JCI Meetings Commission ......................................................................................... D. Awards Commission .................................................................................................. THE BUSINESS AREA OF OPPORTUNITY ....................................................................... A. Finance Commission .................................................................................................. B. Records Commission ................................................................................................. C. Strategic Planning Commission .................................................................................. D. Marketing and Public Relations Commission ............................................................. E. Business Affairs Commission .................................................................................... F. International Business Council ................................................................................... G. Chamber of Commerce Partnership Commission........................................................ MANAGEMENT OPPORTUNITIES..................................................................................... THE VALUE OF COMMITTEES AND COMMISSIONS ..................................................... Purpose ...................................................................................................................... Size and Composition....................................................................................................... Meetings ...................................................................................................................... Preparation ...................................................................................................................... The Committee Chairman ................................................................................................ THE OPPORTUNITIES IN JUNIOR CHAMBER ................................................................. A. Establish your chapter’s mission ................................................................................ B. Evaluate your performance......................................................................................... C. Plan your program ..................................................................................................... AN OPPORTUNITY FOR YOU ............................................................................................ Note: The use of he or his in this guide implies both genders. 2 4 4 4 4 5 5 6 8 9 9 9 10 10 10 11 11 11 11 11 11 12 13 13 13 13 13 15 15 15 15 16 16 16 16 18 19 19 19 19 19 20 23 23 24 27 31
THE JCI AREAS OF OPPORTUNITY
2005 Edition
INTRODUCTION
The Areas of Opportunity concept is not entirely new, but is the result of an evolutionary process that began with the birth of Junior Chamber International. The learning experience of Junior Chamber members revolves around the Areas of Opportunity. Based upon the purpose of Junior Chamber—to provide opportunities and a guiding philosophy for members—the Areas of Opportunity still remain a cornerstone of Junior Chamber. Activities are conducted to achieve the purpose of the organization within its principles. The key word is ―opportunity,‖ which promotes earnest involvement of Junior Chamber members within any of the Areas. The concept applies to all levels of the organization but generates most impact at the chapter level, where most activities occur. Every organization must function effectively. It needs a system that is clear, concise, and understood at all levels of its operations; easily communicable; and, above all, aids in achieving the organization’s mission and objectives. The JCI Areas of Opportunity is one of several publications prepared by the Junior Chamber International World Headquarters. We hope this publication will provide the basis for the success of your chapter. Use it as a tool to establish an efficient chapter structure and to guide your activities. The publication explains the Areas of Opportunity, their interrelationship, and suggests methods that chapters can use to adapt their particular circumstances to this system. We welcome your comments, criticisms, and suggestions so that we may continually improve our services to you. Let us know your chapter’s needs, and our professional staff will be happy to assist you. Please be specific in your requests so that we can provide you with pertinent suggestions, publications, and advice. We are here to help you in whatever way we can.
Secretary General Junior Chamber International (JCI), Inc.
Copyright © 2005 by Junior Chamber International. All rights reserved..
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THE EVOLUTION OF THE CONCEPT
The efficacy of an organization is proven by its ability to constantly review and adapt its systems in order to maintain its philosophy and achieve mission and objectives. In Junior Chamber International, such a review is accomplished by the Strategic Planning Committee (formally the Long-Range Planning Committee, or LRPC). This group assembles every five years to review the entire organization and make recommendations to the General Assembly on procedures, administration, finances, activities, management, etc. 1. THE COMMISSION SYSTEM Introduced in the late 1940s, the Commission System suggested ten Commissions to chapters. The objectives of the system were 1) to classify under certain headings the many activities of Junior Chambers, and 2) to open lines of communication between national and local organizations everywhere. This system was quite effective, especially in chapters with more than 50 members. However, the smaller chapters suffered because of insufficient Commission chairmen. Then, others felt restricted by the ten Commissions. The result was that some large chapters increased the number of Commissions to as many as 30. Some small chapters combined Commissions. This led to a breakdown in communication, which adversely affected the purpose of the Commission System. 2. THE AREAS OF ACTIVITY SYSTEM In 1974 the Long-Range Planning Committee took on the problem, undertaking an in-depth study covering all aspects of the organization. A main area of study was how to improve the efficiency of chapters, central to the success of Junior Chamber. This LRPC recommended the ―Areas of Activity System.‖ The objectives remained the same as those in the original ten Commissions; the only real change was in the structure. Basically, all Commissions were regrouped into three categories of activity: Internal – covering effective chapter management and called the LOM Area of Activity. External – covering the socioeconomic and political atmosphere – both global and local – in which members functioned. This was called the Community Area of Activity. Individual – covering the development of individual members, called the Individual Area of Activity.
The Areas of Activity System enabled chapters to have more flexibility and effective management. However, the international aspect of the organization received little attention. 3. THE MISSION OF JUNIOR CHAMBER INTERNATIONAL In 1979 the LRPC asked: ―Why does an organization called Junior Chamber exist, and what is its mission?‖ The answer was then and remains the same today with the inclusion in 1995 of ―entrepreneurship‖: 4
The mission of the Junior Chamber, inspired by the Declaration of Principles, shall be to: “Contribute to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change.” 4. THE AREAS OF OPPORTUNITY The meaning, however, was ―opportunity‖ rather than ―activity.‖ Also, the LRPC thought more emphasis should be placed on the international aspect of the organization. So ―Activity‖ evolved to ―Opportunity,‖ which better indicated the voluntary nature of the organization, and the new International Area was established by taking internationalism out of the Community Area. In 1984 the system again changed because the 1984 LRPC felt that the Areas of Opportunity concept was too pervasive and vague, confusing many chapters. They developed a recommendation to streamline the system by including relevant Commissions under each Area of Opportunity. In 1990 the Strategic Planning Committee recommended that more Commissions be added to each Area of Opportunity to provide additional means for chapters to develop and to offer balanced programs to individual members. At the 1990 World Congress the General Assembly approved the recommendation that chapters and National Organizations should balance their activities in the following Commissions established under the Areas of Opportunities. In 1994 the Business Area of Opportunity with two more Commissions was added. At the 1999 General Assembly, the Strategic Planning Committee recommended that the Management Area of Opportunity be incorporated into the other four Areas. All activities provide management opportunities to the members and chapter administration should be a must, not an Area of Opportunity. More time should be spent in projects and training instead of chapter administration. 5. THE COMMISSIONS The objective of the Commissions is to develop program uniformity, effective communication, and understanding in the international sphere. Many chapters have successfully implemented the Areas of Opportunity and the Commission System with equal emphasis on a variety of projects. This has provided members with the opportunity to become involved in projects under all Areas of Opportunity through participation in Commissions. It is recommended to chapters and National Organizations that, in order to organize their activities in a balanced and orderly manner, their program activities be conducted by the following commissions established under the Areas of Opportunity: A. INDIVIDUAL AREA OF OPPORTUNITY Personal Development Commission Trainers Commission Officers Training Commission 5
Membership Growth and Extensions Commission Meetings Commission B. COMMUNITY AREA OF OPPORTUNITY JCI Major Emphasis Theme Commission Community Development/Involvement Commission Economic Affairs Commission Children and Youth Commission Governmental and Civic Affairs Commission C. INTERNATIONAL AREA OF OPPORTUNITY International Affairs and Relations Commission Chapter Twinning Commission JCI Meetings Commission Awards Commission D. BUSINESS AREA OF OPPORTUNITY Finance Commission Records Commission Strategic Planning Commission Marketing and Public Relations Commission Business Affairs Commission International Business Council Chamber of Commerce Partnership Commission It is also recommended that chapters appoint a Chairman –for each of the above Commissions – who will coordinate the projects activities under his or her Commission and report to the respective Area of Opportunity Vice President. The flexibility afforded by this system does not restrict activities to the above classifications, but instead treats these as starting points for undertakings with greater local relevance. 6. THE CHAPTER’S STRUCTURE In order to adapt the chapter’s structure to the Areas of Opportunity and Commission System, some changes may have to be made in the current structure. The following chart shows the organization of a chapter and the various lines of communication and responsibilities. Each chapter’s structure depends upon its size and should cater to that chapter’s particular needs. Generally, a member begins as a project member. The next step would be to become a Project Chairman. The following challenge would be to become Commission Director and, eventually, the first elected position–Vice President. A Vice President is a member of the Board of Directors and is supervised by an Executive Vice President (EVP) who is a member of the Executive Committee of the chapter. Large chapters with more than 50 members should elect one or two Executive Vice Presidents to 6
supervise the five Vice Presidents responsible for each of the Areas of Opportunity. The EVP is responsible for appointing Commission Chairmen for each of the Commissions. The Commission Chairmen will report to the respective Vice President and supervise the project directors under their respective Commissions. Smaller chapters with less than 50 members can elect five Vice Presidents or less and assign to each more than one Area of Opportunity. More than one Commission can also be assigned to one chairman if the chapter has insufficient members for all positions. Sample structure for a chapter with more than 50 members.
PRESIDENT*
SECRETARY GENERAL
GENERAL LEGAL COUNSEL
VICE PRESIDENT*
EXECUTIVE VICE PRESIDENT
IMMEDIATE PAST PRESIDENT
TREASURER
VICE PRESIDENT*
VICE PRESIDENT*
VICE PRESIDENT*
Individual Area
COMMISSION DIRECTORS PROJECT CHAIRMEN
Community Area
COMMISSION DIRECTORS PROJECT CHAIRMEN
International Area
COMMISSION DIRECTORS PROJECT CHAIRMEN
Business Area
COMMISSION DIRECTORS PROJECT CHAIRMEN
MEMBERS
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THE INDIVIDUAL AREA OF OPPORTUNITY
“Earth’s great treasure lies in human personality.” To provide the opportunity for the Individual Member to realize his or her personal potential through training programs. There is a specific Area of Opportunity for Individual Development in Junior Chamber, but every single activity in the entire Organization is oriented to develop the potential and skills of the individual member. Active participation in activities in any of the Areas will give the member the opportunity to enhance his or her potential. Every day individuals from all walks of life are faced with more and more sophisticated challenges in the conduct of their professional and personal lives. The constant changes and advancements surrounding us demand a positive personal development attitude. What we learned yesterday may be obsolete today. The human being of this century must be conscious of his fluctuating surroundings; he must have the ability to adapt to the changes and – above all – needs to develop the skills with which to understanding and then communicate that understanding to others. Today leadership ability is recognized as an important professional activity. We cannot accept that only formal schools and universities can prepare young people for leadership, for this is a responsibility of all leaders and, in many cases, of all individuals. Organized training programs and hands-on experience in all kinds of activities enable Junior Chamber to fulfill this need by providing members with the opportunities to achieve this level of personal development. Chapters without Individual Development programs must ask their members to find such training elsewhere. Therefore, when a chapter does provide such programs, it fulfills its obligation to give members the opportunity to develop themselves, i.e., the reason they came to the chapter. Through the Individual Development training programs, the chapter can build mutually rewarding attitudes among its members. Every good chapter elects a vice president to coordinate its Individual Development Area of Opportunity. The officer is responsible for determining the type of training members require. The task is not easy, and it is often frustrating when the members’ needs are not met. There is also a need for urgency, because unsatisfied members soon lose interest in the chapter. In this section we will provide some practical ideas on how chapters can run effective programs under the Individual Area of Opportunity to the satisfaction of their members. The topics in this section deal with the three Commissions under this Area: Personal Development Commission Trainers Commission Officers Training Commission Membership Growth and Extension Commission Meetings Commission
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IDEAS FOR THE INDIVIDUAL DEVELOPMENT AREA OF OPPORTUNITY The programs under the Individual Area of Opportunity should be carried out according to the capacity of the chapter and its members. When determining what activities should be conducted, one will need to answer questions like: 1. What type of training courses do the members want? 2. What courses have been held in the past? 3. What is the background of the members? 4. How effective is the performance of the chapter officers? 5. What aspects of Individual Development training have not yet been presented in the chapter? 6. How many and how active are the chapter’s trainers? Based on the answers, the Individual vice president can plan and run the type of programs that will meet the needs of the members and the chapter. Following are some suggestions for the three Commissions under the Individual Area of Opportunity: A. PERSONAL DEVELOPMENT COMMISSION The programs in this Commission can be divided into three major categories: Basic, Intermediate and Advanced. LEVEL I: BASIC These sessions should be offered to new members during their first year in the chapter: New Members Orientation Course Project Planning Course Parliamentary Procedures Course New Members Project Course Effective Speaking Course Time Management Course
LEVEL II: INTERMEDIATE These sessions should be offered to the members during their second year in the chapter: Junior Chamber Vision, Mission and Values How to Win any Debate or Argument Course Creativity Course Decision Making Course Effective Delegation Course Effective Communications Course LEVEL III: ADVANCED These sessions should be offered to the members during their third year in the chapter: Local Leaders Training Meeting Chairmanship Course Mind-Mapping Course B. TRAINERS COMMISSION This Commission ensures the continuity of training programs by providing the chapter with new and capable trainers every year. Depending on the size of the chapter, trainers may be selected from outside to conduct some advanced training sessions for the future chapter trainers. The following courses are suggested for the Trainers Commission: 9 Public Speaking Course Human Relations Course Business Development Course
Presentation Skills Course JCIPrime Course The Use of Leadership Games Course C. OFFICERS TRAINING COMMISSION
Determining Training Needs Course Preparing Visual Aids Course JCIExcel Course
This Commission is responsible for the continuous training of the chapter’s officers. Experienced past officers should be members of this Commission. The following are some of the suggested courses for future and current chapter officers: Chapter Management Training Course JCILead Course Team Building Course JCIAchieve Course Local Leaders Training Public Relations Course
Keep in mind that officers change every year, and, in order to keep them prepared for their tasks, Officers Training Courses must be conducted every year, preferably at the beginning of the chapter’s year. Be sure that capable trainers are available to conduct Chapter Officers Training. Past chapter, national and international officers are good candidates to conduct this level of training, because experience will play a major role when delivering the training. D. MEMBERSHIP GROWTH AND EXTENSIONS COMMISSION This Commission ensures that new members join the chapter regularly, receive proper orientation and are included in the chapter’s activities immediately after joining. Extension of new chapters is another task of this Commission. The following checklist will serve as a quick review tool for members of the Membership Growth and Extensions Commission. If the answer is ―NO,‖ there is need to examine that aspect. YES NO i. Do new members join the chapter every month or two? ii. Were the members who left the chapter last year replaced by new ones? iii. Did the chapter increase its membership last year? iv. Do new members receive proper orientation and are they included in the Chapter’s activities immediately after joining? v. Did the chapter make an extension during the last two years? E. MEETINGS COMMISSION This Commission ensures that chapter meetings are well planned and members have the opportunity to participate in meeting procedures. The following checklist will serve as a quick review tool for members of the Meetings Commission. If the answer is ―NO,‖ there is need to examine that aspect. YES NO i. Do all chapter meetings have a purpose and a written agenda? ii. Are the General Membership Meetings interesting and enjoyable? iii. Are meeting procedures democratic, following Robert’s Rules of Order? iv. Do all members have the opportunity to participate in chapter meetings? v. Are notices, agendas and minutes prepared and circulated?
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THE COMMUNITY AREA OF OPPORTUNITY
“Service to humanity is the best work of life.‖ To develop the sensitivity of the Individual Member to societal problems, and knowledge of community dynamics in solving these problems, through actual experience. The Community Area of Opportunity covers concern about people, lives, ideas, and betterment. It involves Junior Chamber members in their environment, not as benefactors, but as beneficiaries, since they belong to it. Like all citizens, Junior Chamber members have a stake in the community. The Community Area of Opportunity is build around the five Commissions. Below are some basic concepts under these five classifications: A. JCI MAJOR EMPHASIS THEME COMMISSION This Commission’s responsibility is to promote and coordinate projects related to the JCI Major Emphasis Theme. For a free brochure on the current JCI Major Emphasis Theme and project ideas, please contact JCI World Headquarters. B. COMMUNITY DEVELOPMENT/INVOLVEMENT COMMISSION Community here refers to the neighborhood. The established JCI Project Planning Cycle continues to be the basic method of conducting projects to suit community needs. For more information on the JCI Project Planning Cycle, please refer to the Projects for Progress Manual and the Project Planning Course available from JCI World Headquarters. C. ECONOMIC AFFAIRS COMMISSION This Commission’s responsibility is to promote and coordinate projects aimed at the betterment of community economics. It also should be deeply involved in the economic affairs of the city government and the community. . D. CHILDREN AND YOUTH COMMISSION This Commission’s responsibility is to promote and coordinate projects related to children and youth. As the future of our community lies in the hands of today’s young people, many projects should be conducted to ensure that young people are well prepared to take the community leadership roles in the years to come. E. GOVERNMENTAL AND CIVIC AFFAIRS COMMISSION This Commission should be constantly involved in governmental and civic issues. The development and betterment of our communities cannot be left to the government alone. Civic associations should get involved in the major issues that affect the lives of citizens.
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THE JCI PROJECT PLANNING CYCLE
1. SURVEY A comprehensive community survey is the best way to discover the needs of the community. The survey should include questions about community problems and needs. 2. ANALYSIS After the survey, the chapter analyzes the results, listing the community needs in order of priority for study. A Survey Report with the results must be produced and presented to the chapter, community leaders, and the media. 3. PLANNING The next step is to make a priority list of the projects that most urgently need attention and appoint a project chairman for them. A well-organized team for implementing each project is the foundation for success. An effective way of ensuring this is to assign the project to a committee under the leadership of a project chairman. His or her first task should be to guide committee members to think the project through, step-by-step. 4. ACTION In the action phase, the project gets underway, and all participants are busy performing their share of responsibilities. This phase requires important skills from the project chairman, such as delegation, supervision, communications, personnel management, public speaking, etc. When allocating responsibilities, keep in mind that sacrifices have to be made; members have to give up free time and forego leisure interests until the project is over. 5. EVALUATION Evaluation will be the natural concluding step for the project. The project may have been an outstanding success, but still not have satisfied the need or accomplished the mission. If failures occur, it is important for the learning process in Junior Chamber to find out why, and what can be done to avoid the same mistakes in future projects. The evaluation is often overlooked because participants feel that the completion of the project is sufficient.
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THE INTERNATIONAL AREA OF OPPORTUNITY
“The brotherhood of man transcends the sovereignty of nations.‖ To provide the opportunity to the Individual Member to contribute to the development of goodwill, understanding and cooperation among all peoples. The world community has a global as well as neighborhood connotation for Junior Chamber members. Our community is our concern . . . internationally, nationally and locally. The world is shrinking fast, and its people are becoming more and more interdependent. Gone are the days when famine in one part of the world was merely an item of news in another. Today such a catastrophe affects many other people thousands of miles away, in an indirect way. At the local level, our involvement is not that of observers handing out dole to the unfortunate, but of participants in building a better life for everyone. The International Area of Opportunity is divided into three Commissions: A. INTERNATIONAL AFFAIRS AND RELATIONS COMMISSION JCI offers its members the opportunity to realize that an individual’s responsibilities surpass the local and national level. JCI members recognize the fact that the present world problems can be solved through international collaboration, tolerance and friendship. Members put this belief into practice collaborating in joint worldwide projects. Presenting a candidate to JCI’s TOYP – the Ten Outstanding Young Persons of the World program – is another activity, which will give international exposure to your chapter. B. CHAPTER TWINNING COMMISSION A multiplicity of international projects can be conducted by the chapter, including exchange programs, twinning programs, and sister-city and International Night projects. To find a suitable chapter to twin with, select a country and write to the National Organization for the name and address of a chapter willing to start a twinning project. For a Twinning Brochure and list of all National Organizations, please contact JCI World Headquarters. C. JCI MEETINGS COMMISSION Members cross national borders through fellowship and cultural exchange at the many international JCI meetings held each year. At World Congress JCI elects its leaders, conducts the organization’s business and offers training to its members. Area Conferences are held in each geographical Area and present unique opportunities for international exposure for those unable to attend a World Congress. Area issues are discussed, and international training is offered to members at a JCI Area Conference. D. AWARDS COMMISSION This Commission is responsible for the recognition of members’ and officers’ efforts to accomplish the chapter’s mission and objectives. Making national and international award entries is another responsibility of this Commission. The following checklist will serve as a quick review tool for 13
members of the Awards Commission. If the answer is ―NO,‖ there is need to examine that aspect. YES NO i. Does the chapter have an ongoing awards program? ii. Does the chapter participate in national and JCI awards programs? iii. Has the chapter ever won a national or JCI award? iv. Are outstanding services of members recognized regularly by the chapter president? v. Is there any type of recognition for nonmembers who contribute to the chapter’s objectives and activities?
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THE BUSINESS AREA OF OPPORTUNITY
“Economic justice can best be won by free men through free enterprise.‖ To provide the opportunity to the Individual Member to contribute to the development and enhancement of the economic infrastructure, prosperity and well being in all nations. Almost all members of Junior Chamber are involved in some business activity – working on their own, for another company, or preparing to open their own business. Junior Chamber was established in 1915 to give young people an active voice in the business community. This same purpose is now found in the Business Area of Opportunity and divided into two Commissions: A. FINANCE COMMISSION This Commission ensures that the chapter’s finances are handled in a proper way and look for ways to enhance the financial stability of the chapter. The following checklist will serve as a quick review tool for members of the Finance Commission. If the answer is ―NO,‖ there is need to examine that aspect. YES NO i. Does the chapter have an annual budget and fiscal policy? ii. Does the chapter Board of Directors review the budget regularly? iii. Are unusually large financial commitments presented at the General Membership Meeting for approval? iv. Are accounts audited according to legal provisions? v. Does the chapter have corporate sponsors for major projects? B. RECORDS COMMISSION This Commission ensures that the history of the chapter is kept and that all projects have a final report, which will be kept for future reference. Financial records, minutes, important documents should be kept in an organized system for easy reference. The following checklist will serve as a quick review tool for the members of the Records Commission. If the answer is ―NO‖ there is need to examine that aspect. YES NO i. Does the chapter require that minutes should be kept of all meetings? ii. Does the chapter require written final reports from each project concluded? iii. Are the financial reports and records kept for legal and historical purposes? iv. Are all records filed for easy reference and kept in a secure place? v. Are the names, addresses and telephone numbers of members available, and are the names of past officers and award winners kept for future reference? C. STRATEGIC PLANNING COMMISSION This Commission should be composed of a mix of experienced and new members. Their task is to periodically review the current structure and activities and suggest changes. The following checklist will serve as a quick review tool for members of the Strategic Planning Commission. If the answer is ―NO,‖ there is need to examine that aspect. YES NO i. Is the chapter’s organizational structure well balanced? 15
ii. iii. iv. v.
Are lines of authority and communications clearly defined? Are officers’ duties and responsibilities clearly stated and understood? Did the chapter introduce new programs during the past year? Is there a vision of the future for the chapter and its activities?
D. MARKETING AND PUBLIC RELATIONS COMMISSION This Commission ensures that the chapter is well known and its image is appreciated by the community. The following checklist will serve as a quick review tool for members of the Marketing and Public Relations Commission. If the answer is ―NO,‖ there is need to examine that aspect. YES NO i. Does the local community know of the chapter’s existence? ii. Does the chapter have a positive image in the community? iii. Is there an annual public relations program to keep the community informed of chapter activities? iv. Does the chapter have an internal communications system for its members, such as circulars, bulletins, newsletters, etc.? v. Are the national and International Officer’s visits used to enhance the image and the public relations of the chapter? E. BUSINESS AFFAIRS COMMISSION In the Business Affairs Commission, members can exchange business ideas or do business with any member in a network of almost 400,000 members around the world. Business opportunities give Junior Chamber the chance to enhance the economics of the community by conducting projects to increase business productivity. Economic progress can be achieved by visiting successful companies to learn how they conduct their business, and by inviting successful entrepreneurs to speak at monthly meetings. Junior Chambers can conduct training sessions on how to enhance company operations and promote free enterprise as the best way to achieve economic justice. Many National Organizations and chapters organize special trade missions to other countries to establish business relations and exchange technology, organize small investment clubs, publish business directories, etc. At World Congresses, trade seminars encourage members to practice free enterprise and develop business contacts. F. INTERNATIONAL BUSINESS COUNCIL Membership in the International Business Network offered by Junior Chamber International is a great opportunity to network with other current and past members from around the world. Many National Organizations and chapters have established their own business networks. G. CHAMBER OF COMMERCE PARTNERSHIP COMMISSION Since its establishment, Junior Chamber has had close links to the local chambers of commerce. In many communities, the local chapter is sponsored by the chamber of commerce and has its meetings and secretariat at their building. In other communities, local chapters and the chamber of commerce have cooperation agreements and work together to develop the business within their communities. Junior Chamber International has a formal agreement with the International Chamber of Commerce 16
and every chapter should pursue the opportunities available in having a formal agreement with their local chambers of commerce. The following guidelines should help chapters to establish formal agreements with their respective chambers of commerce: Objective: To strengthen cooperation between Junior Chamber organizations and the Chambers of Commerce at the international, national, and local levels. Such partnerships should be based on our similar principles and philosophies and should establish shared objectives that provide mutual benefits. Framework: Junior Chamber organizations at the local and national levels should establish mutual contacts with their respective Chambers of Commerce. These contacts will be the starting point for discussing and eventually agreeing to establish joint projects and leadership development initiatives. Agreement Goals: 1. It's understood that such agreements would in no way restrict neither entity’s respective independence, nor their full liberty of action and expression. 2. The President of the local or national Junior Chamber will appoint a liaison officer to attend various Chamber of Commerce and Junior Chamber meetings and develop ideas for joint projects. 3. Representatives of both organizations shall be invited to each other's annual or semi-annual meetings. 4. Each organization shall place the other on its mailing list for information exchange and updates. 5. Each organization shall regularly update the other by mailing activities programs and meeting schedules. 6. Junior Chamber organizations will allow the respective Chamber of Commerce to inform its members of Junior Chamber activities and membership opportunities. 7. The Chamber of Commerce may, whenever possible, allow Junior Chamber organizations to utilize resources of the Chamber for programs, meetings and training. 8. Chamber of Commerce may submit project ideas to its respective Junior Chamber and seek to develop business-related community projects.
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MANAGEMENT OPPORTUNITIES
“Government should be of laws rather than of men.” To develop the managerial skill of the Individual Member by offering managerial training and actual experience as a leader at all levels of the organization. Effectiveness is the key to success, whether one is running a business, pursuing a profession or conducting the affairs of an organization like Junior Chamber. A doctor or an engineer has intensive academic and practical knowledge at hand; a businessman similarly has access to methods and techniques to which he adds the experience of his trade. Basic knowledge is available in every field of human endeavor. But, when it comes to effectiveness, it is not the possession of knowledge that counts, but its adaptation and application in day-to-day situations. Problems do not come tailor-made . . . it is the solutions that must be tailored to meet the problems. Management deals with keeping Junior Chamber an active and live organization. It supplies knowledge and experience in the management of chapter affairs . . . the basic know-how upon which every chapter can structure its own working. The Junior Chamber system does not allow any member to occupy the same position for more than one year. On one hand this may create many challenges by changing all officers every year, but on the other hand, it gives more members the opportunity to experience the learning-by-doing of an officer.
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THE VALUE OF COMMITTEES AND COMMISSIONS
Work by committee is perhaps the most common technique Junior Chamber chapters use to attain their goals. A committee of volunteers provides insight into member needs and attitudes, a key ingredient in the decision-making process of the chapter’s leadership and the implementation of these decisions. PURPOSE Before a committee is formed, the chapter Board must specify the committee’s purpose. In far too many situations, committees are formed without sufficient thought as to their objective. SIZE AND COMPOSITION Committees should be as representative as possible of the chapter’s different constituencies to ensure the broadest degree of member input. The number and selection of committee members often is not the decision of the chairman, although many chairmen influence these elements. Depending upon the nature of the committee and its task, small rather than large committees seem to be more effective. While no all-purpose number exists, the optimal range of committee members is 5–15. Theorists in group dynamics believe groups of 6–10 are most effective, since they are small enough for all members to participate yet large enough to stimulate discussion. Having fewer than 5 members limits the extent of representation from different chapter constituencies, while greater than 16 can curtail the efficiency of decision-making. Another factor to consider when choosing committee members is their experience in the chapter; in most situations, a balance of mature and new members is important. It discourages approaches that either inhibit progressiveness or promote ideas that may be too revolutionary. MEETINGS Once the committee’s membership has been set, the frequency and types of meetings to be held must be selected. The chairman, in consultation with the committee members, must determine the schedule and types of meetings. The determining factors should be the complexity of the committee’s task, the availability of a convenient location, and the time constraints of the meeting participants. PREPARATION Careful advance planning is crucial to any committee’s success and requires thorough preparation from the committee chairman. The purpose, the items on the agenda and the amount of time allocated to each must be determined. This will enable the chairman to monitor the meeting’s movement and to ensure that all items are covered. The chairman must prepare any materials needed to conduct the meeting, such as background information or audiovisual aids. After the content of the meeting is decided, an agenda must be prepared and sent to all committee members in sufficient time before a meeting to enable the committee members to review the subject thoughtfully.
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THE COMMITTEE CHAIRMAN The effectiveness of the chairman in getting members of the committee to work together is the most important ingredient in a committee’s success. Creating a climate that motivates committee members to fulfill their responsibilities is the result of careful planning by both the chairman and the committee members. People participate in committees for various reasons–some involve ego, others are philanthropic in nature, and some want to enhance their personal skills. Those individuals aspiring to leadership desire exposure in the organization; others may seek personal development, and still others hope to create change within the community and chapter. None of then reasons necessary is mutually exclusive either. Knowing which ones motivate the committee members enables the chairman to appeal to them in moving the committee toward completing its work. Clearly, the chairman’s ability to balance individual group member’s needs with the requirements of the task at hand is vital to the committee’s success. An effective chairman also unites, focuses, and mobilizes committee members by observing the group’s dynamics during its meetings. All productive groups normally pass through four stages: forming, storming, ―norming,‖ and reforming. It is important that the chairman invites input and accepts differing opinions when the group is in its formative stage. In the second stage, groups begin to recognize their power and may challenge the chairman. The chairman who can anticipate this challenge, listen to the group, and adapt to meet members’ valid concerns will be better able to facilitate the group’s movement to the normative stage in which the committee makes its most important decisions. Finally, before each meeting the group probably will experience a period in which it needs to ―re-form,‖ depending on whether any members were absent from the previous meeting or new people are brought in to serve. In such a case, the committee will need to go through the first three stages again to summarize for those members what they missed. The chairman performs various functions at different stages of a committee’s performance: Orchestrating first encounters. The first meeting of any committee must start with an opportunity for members to get to know each other. Before each meeting, members should receive minutes of the previous meeting. These will help orient new members. Once the meeting has begun, however, it is equally important that the chairman verbally make sure that all committee members understand their roles, i.e. they should state their mission and, if applicable, the committee’s past accomplishments. The committee should also come to agreement on how it will accomplish its mission. Maintaining a neutral stance. Like other effective leaders, the committee chairman must be able to remain neutral, avoid lecturing committee members, and guide participants from identifying problems to discussing their solutions. Maintaining neutrality during the discussion does not necessarily mean the committee chairman holds no opinion on an issue. If the chairman favors a particular outcome, he should develop a strategy that will move the discussion toward that objective. A committee that believes it has been dominated or manipulated by its chairman is likely to rebel in frustration and lose interest in the committee. Therefore, the chairman must remain flexible and involve committee members in resolving issues. Prompting the discussion. The committee chairman can employ many techniques to arouse creative thinking or crystallize decision-making. One is brainstorming, in which the group contributes ideas without receiving analysis or judgment. Once the group offers its ideas and a volunteer lists them on a flip 20
chart, the committee can group the suggestions into categories, prioritizing and evaluating them against appropriate criteria. Another technique many chairmen find useful is asking members to write down their ideas and repeat them verbally during the meeting. This enables everyone to contribute. Allowing an open and free discussion of issues, encouraging the participation of all present, and limiting the possibility of negative influences all contribute to a positive climate in which to conduct a meeting. Group leaders, however, often encounter difficulty in controlling people who may dominate the group. To avoid this problem and create a sense of shared responsibility for what happens in the meeting, the chairman can establish ground rules. These can include time limits for speakers and ment to encourage members to keep the discussion focused on the issue in question. Nonetheless, the chief responsibility for exercising control lies with the chairman, who must defuse tension and maintain group equilibrium. The chairman should be able to do this by looking away from the group’s ―dominating person‖; interrupting the individual and redirecting the discussion; calling on others to express their views; and, if all else fails, offering to discuss the situation privately during the break. Moving from topic to topic. Another concern committee chairmen share is how to bring closure to discussion of a particular agenda topic, particularly in cases where no consensus seems apparent. In this instance, if the dialogue becomes repetitive or if time grows short, the chairman should summarize the points covered so far. Using flip charts can help the group recognize the diversity of views that have been expressed and often breaks a stagnant pattern of thinking, leading toward solutions. Another way the chairman can close a discussion is to postpone a plan of action until later in the meeting, after committee members have had a chance to discuss the subject informally or rethink their position. Alternately, the chairman may appoint a subcommittee to report its recommendations to the group. Closing the meeting. After each meeting, the chairman should evaluate the meeting and assign follow-up activities to appropriate members. Doing so encourages a continuous stream of communication and accountability among committee members, which is necessary to achieve the committee’s goals. The chairman also may want to solicit the group’s input and recruit volunteers to take on certain tasks. Nonetheless, the chairman needs to monitor who will be doing what. Afterward, the interaction among the chairman and committee members continues by telephone to ensure that the committee’s plans are achieved. In summary, these five components are essential to achieving purposeful and productive meetings: 1. The individuals involved must get to know each other and establish relationships that identify and coordinate personal, professional, and chapter objectives. 2. The committee must make sure the meeting fulfills mutual objectives. 3. A concrete flow of communication must occur to facilitate movement from general to specific topics and to see that all agenda items are addressed. 4. The chairman must check periodically to ensure that everyone is in the same place and that the meeting is progressing. 21
5. The closing of the meeting must include a review of what has occurred and the identification of follow-up needed. A TIMELESS TOOL We need not fear that live meetings will be replaced by feeding information into computers to produce decisions. Enormous benefits accrue to organizations in which individuals meet regularly and implement activities designed to fulfill organizational goals. Remarkable benefits are gained as long as meetings are skillfully managed and members derive personal and professional satisfaction from participating.
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THE OPPORTUNITIES IN YOUR CHAPTER
Now is the time to pause for a moment and consider: a. The reasons for your chapter’s existence b. The quality of the officer’s performance c. The possibility that the members may be missing valuable opportunities. Refer to the beginning of this manual and think about the Mission of Junior Chamber and the key question: Why does an organization called Junior Chamber exist, and what is its Mission? “To contribute to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change.” These are high ideals, but how do they relate to your chapter? Finding the answer may be the key to the enhancement that you and other officers seek for your chapter. At the next Board of Directors Meeting, during the chapter’s strategic planning sessions, or at your officers training or any other leaders’ meetings, discuss the content of this publication and complete the questionnaires on the following pages. This should lead to a superior chapter with more and greater opportunities for the members. A. ESTABLISH YOUR CHAPTER’S MISSION Why does a Junior Chamber chapter exist? A chapter exists for the benefit of the members and the community. What then is the Mission of a Junior Chamber chapter? The mission of a chapter is to contribute to the advancement of the community by providing to the members: 1. The opportunity for each member to realize his or her own personal potential through training programs and experience in active Junior Chamber projects. 2. The opportunity to develop management skills through managerial training and the chance to gain experience through being a leader at the various levels in the organization. 3. The opportunity to develop sensitivity to the problems of society and the chance to solve these problems through Junior Chamber activities. 4. The opportunity to contribute to the development of goodwill, understanding and cooperation among all peoples in the international community. 5. The opportunity to contribute to the growth of entrepreneurial activities and the enhancement of the economic infrastructure, prosperity and well-being of all members of the community. This, then, is the reason for the existence of the chapter and its Mission–to provide OPPORTUNITIES to the members.
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As a chapter leader, you should determine how successful your chapter is in providing opportunities to the members. You can find it out by doing the following: 1. Organize a Board meeting and ask the chapter leaders to debate these two questions: a. Why does the chapter exist? b. What is the chapter’s mission? 2. Discuss the questions. What answers do you have? Does everybody agree with them? Whether they do or not, it is now important to evaluate your chapter’s performance in achieving its mission. That is the next step. B. EVALUATE YOUR PERFORMANCE 1. INDIVIDUAL OPPORTUNITIES Let’s assume the Board can agree with the mission of Junior Chamber International and has established the chapter’s mission based on JCI’s Mission. Next, complete the following checklists to evaluate your chapter’s performance. How effective is your chapter at providing opportunities for development of each member’s personal potential? During the last year: YES NO
a. The chapter members have been surveyed to establish their individual development needs. b. The following training courses have been offered: Effective Speaking and Debating Parliamentary Procedures Decision Making Creative Thinking Others: _________________________________________________
c. What other opportunities have been offered to develop members’ personal potential? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 2. MANAGEMENT OPPORTUNITIES How effective is your chapter at providing opportunities for development of each member’s management skills? YES NO a. Is each member, based on his or her interests, assigned to a project committee immediately after joining the chapter?
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b. Is each member given the opportunity of taking a management role in running a project within six months after joining the chapter? c. Has every member who has been in the chapter for 12 months or more served as a project chairman? d. Has every member who has been in the chapter for more than two years served on the Board of Directors? e. Have the following management courses been offered to chapter officers at the beginning of their term of office? Chapter Management Training Local Leaders Training Project Planning f. List the management-related courses offered to the membership in the past year: __________________________________________________________________________ g. Does your chapter have a formal training program for new officers, or do they attend a session run by the National Organization? _________________________________________________________________________ 3. COMMUNITY OPPORTUNITIES How effective is your chapter at providing opportunities for each member to become sensitive to the community’s needs and to be able to do something about these needs through chapter activities? YES NO a. When did your chapter last ask members what they felt their community needs were? __________________________________________________________________________ b. Did any of their comments on community needs lead to an action project?
c. Have any of your community projects, other than fund raising, been run every year for more than three years? d. When did your chapter last: Discuss community needs with? Receive a letter of thanks from? The Mayor A business leader A teacher An elderly person ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________
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A child A poor person A doctor
____________________ ____________________ ____________________
____________________ ____________________ ____________________
e. When did your chapter last have a meeting speaker who urged the chapter to get involved with a community problem? __________________________________________________________________________ f. Did your chapter get involved in that community problem?
g. When did your chapter last make a survey of community needs? _____________________ h. When did your chapter last raise money for a community cause?_____________________ i. When did your chapter last submit an entry for a community award at national or international level? _________________________________________________________________________ j. How many community projects will your chapter run this year?______________________
4. INTERNATIONAL OPPORTUNITIES How effective is your chapter at providing opportunities for each member to benefit from the international aspects of Junior Chamber and to contribute toward a better understanding among peoples? YES NO a. Has your chapter ever asked the members if they were interested in any type of international program? b. Has your chapter ever supported any international relief program? c. Has your chapter ever corresponded with chapters in another country? d. Has your chapter ever hosted international visitors? e. Have any members of your chapter ever attended an international meeting? f. Has your chapter ever had a foreign speaker at a meeting?
g. Has your chapter ever considered establishing a Twinning Program? 5. BUSINESS OPPORTUNITIES
How effective is your chapter at providing opportunities to the members to enhance their own businesses by providing network and business training opportunities? Does your chapter offer opportunities to members to be involved in the growth of entrepreneurial activities and economic justice in the community?
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a. Are members aware of the Business Area of Opportunity?
YES
NO
b. Does the chapter organize events to enable members to promote their own businesses? c. Does the chapter have any project aimed to enhance the economic development of the community? d. Are members aware of the possibility of membership in a National and International Business Network? e. Has any member done business with a member from another chapter during the last year? f. When was the last time the chapter had a guest speaker about a business-related topic? ______________________________________ ___________________________________ g. List the business-related training courses offered to the membership in the past year: __________________________________________________________________________ C. PLAN YOUR PROGRAM How did your chapter score? Is your chapter providing OPPORTUNITIES for the members? Is your chapter providing a balance of OPPORTUNITIES among each of the Areas of Opportunity surveyed? Of course, there are no right or wrong answers, as your chapter’s performance depends on many things, including the size of the membership, the members’ interests and the community. Junior Chamber International hopes that you acquired some good food for thought on the effectiveness of providing the members with the OPPORTUNITIES they need. On completing the questionnaire, you probably found areas in which you believe your chapter should be doing a better job. If this is the case, the recommendation is twofold: AWARENESS and PLANNING. Let’s look at these two skills. AWARENESS Ensure that you and the chapter’s Board of Directors are always aware of the need to provide OPPORTUNITIES to the membership. Every decision made, every speech delivered, every meeting held, and every project run must be evaluated to see if it has effectively worked toward the achievement of this mission. If your chapter has a membership problem, it may be the result of lack of opportunities they expected from Junior Chamber membership. PLANNING If you are to improve in any deficient areas, you will need a plan to overcome them. When planning your chapter’s program for the year, establish a committee to consider all Areas of Opportunity:
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1. INDIVIDUAL DEVELOPMENT OPPORTUNITIES a. Establish your members’ interests. Brainstorm with them for ideas, send out a questionnaire, and ask them individually what opportunities they would like to get from Junior Chamber. Remember that as each member develops, his or her interests will change, and he or she will be looking for new challenges. b. Consider your membership needs. You know (or you should know) your members’ individual weaknesses. Have a discussion at the planning committee meeting on what each member’s needs might be. From each of the above, you will establish a list of opportunities which can be provided to the members. c. List the resources you can draw on to cater to the interests and meet the needs. You must have some or all of the following: i. National and international publications
ii. Members with experience iii. Community resources to call upon: A university or school A community leader or a businessman with experience International and national Junior Chamber officers Other voluntary organizations
iv. Occasions through your chapter’s activities when members have the opportunity to use their acquired Individual Development skills. You now have all that is necessary to plan a program to provide INDIVIDUAL OPPORTUNITIES for your members. 2. MANAGEMENT DEVELOPMENT OPPORTUNITIES a. Establish your members’ interests and needs. Normally, many of these will have already come to your attention from your consideration of Individual Development opportunities. b. List your resources In this case, however, you will find that many management opportunities will come from within your own chapter’s operation. This alone will supply management-related knowledge and experience to your members. Consider how many MANAGEMENT OPPORTUNITIES are offered to members if your chapter has:
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i. ii. iii. iv. v. vi. vii.
A viable and needs-oriented organizational structure with built-in provisions for constant review. A systematic and planned program. Established techniques for organizing projects and activities. Effective budgeting and budget control. Planned meetings. A planned program for recruitment, retention and involvement of members. An effective internal communication system.
viii. Good communications with the community and a public relations program that is building a good public image. ix. An ongoing program of recognition for outstanding contributions and achievements.
Any member belonging to the chapter described above will have many MANAGEMENT OPPORTUNITIES in which to observe, learn and use good management techniques. How does your chapter measure up? Has your chapter conducted the JCI Chapter Development Seminar? 3. COMMUNITY DEVELOPMENT OPPORTUNITIES a. Establish your members’ interests. The members live in the community and see its problems–from the lack of traffic safety features around a nearby school to the unnecessary difficulties caused by local government regulations on businesses which provide vital employment for the community. If members are aware of problems in their community, they will be interested in working for their solutions. Ask them. b. Establish community needs. Look again at the checklist you completed earlier. It gives you some ideas on where to start looking. Consider conducting a comprehensive community survey that almost certainly will bring to light community needs of which your members are unaware. A complete survey may give you meaningful projects for activity over a number of years. Remember that you also belong to a national and international community. c. List your resources. You will find they are many, apart from the obvious ones of direct membership effort and the chapter’s financial resources. Consider: i. Using the chapter’s ability to influence public opinion.
ii. Involving other groups or individuals concerned with community problems.
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iii. Raising funds and sponsorship. iv. Presenting planned, logical proposals and arguments to local government. The desire to serve the community was one of the main reasons a group of young people gathered in St. Louis and formed an organization that grew into the Junior Chamber of today. Providing COMMUNITY OPPORTUNITIES still remains at the core of the Junior Chamber movement. Your members are looking for that opportunity. 4. INTERNATIONAL OPPORTUNITIES a. Establish your members’ interests. Frequently Junior Chamber members are not aware of the international opportunities available through Junior Chamber. Make a list of the things which could be done, and publish them in the next newsletter or magazine. Ask members to identify those projects or activities they would like to pursue. b. List your resources. These will include items such as: i. The Junior Chamber International World Headquarters.
ii. Your National Organization. iii. Foreigners residing in your community and schools. iv. Other international organizations. v. Government departments. vi. Embassies and consulates. Henry Giessenbier, founder of Junior Chamber, once wrote: “From within the walls of the soul of this organization, wherein the foundation of character and good citizenship are laid, I hope a message will come in the sometime of tomorrow that will stir the people toward the establishment of a permanent and everlasting world peace.” Every Junior Chamber member who is given the opportunity to reach out to a person of a different color, culture, religion and/or nationality and build a bridge of understanding is taking a step toward the achievement of Henry Giessenbier’s dream. Your chapter has the responsibility to provide that OPPORTUNITY. 5. BUSINESS DEVELOPMENT OPPORTUNITIES a. Establish your members’ interests. Even though almost all members make their living through business activities, not all
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chapters have formal activities to increase the economic development of the community and provide the members the opportunity to enhance their own businesses. b. List your resources. These will include items such as: i. Local Chamber of Commerce.
ii. Experience of members in different business activities. iii. Business universities and schools. iv. Professional business speakers. Promoting the increase of entrepreneurial activities, committing to the concept of sustainable economic growth, and reconfirming the JCI principle ―that economic justice can best be won by free men through free enterprise‖ will give your members many chances to enhance their own businesses and work for more BUSINESS DEVELOPMENT OPPORTUNITIES for all people in the community.
AN OPPORTUNITY FOR YOU
This brief publication has dealt with OPPORTUNITIES. It has shown you, as a Junior Chamber leader, your responsibility to offer OPPORTUNITIES to your members. In doing so, you will have the OPPORTUNITY to develop your own personal potential and your management skills. You will become aware of and perhaps solve some of the problems of your local, national and international community and enhance your business, providing a better living for your family and community. Good luck, and don’t miss the OPPORTUNITY!
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JCI Mission: “To contribute to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change.”
JCI Declaration of Principles: "We believe: That faith in God gives meaning and purpose to human life; That the brotherhood of man transcends the sovereignty of nations; That economic justice can best be won by free men through free enterprise; That government should be of laws rather than of men; That earth's great treasure lies in human personality; And that service to humanity is the best work of life."
Junior Chamber International
15645 Olive Boulevard, Chesterfield, MO 63017, U.S.A. Tel.: +1 (636) 449 3100 – Fax: +1 (636) 449 3107 E-Mail: jci@jci.cc – Website: www.jci.cc 2005
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