Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers

Lyons, M

Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers

Lyons, M

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Publisher:: CACOM UTS
Publication Type:: Working Paper
Citation:: Lyons, M. 1992, Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers, CACOM Working Paper No. 11.
Issue Date:: 1992-12

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Field	Value	Language
dc.contributor.author	Lyons, M
dc.date.accessioned	2013-08-21T03:13:19Z
dc.date.available	2013-08-21T03:13:19Z
dc.date.issued	1992-12
dc.identifier.citation	Lyons, M. 1992, Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers, CACOM Working Paper No. 11.	en_US
dc.identifier.isbn	1-86365-096-2
dc.identifier.issn	1-036-823-X
dc.identifier.uri	http://hdl.handle.net/10453/23464
dc.description	This paper reports work in progress and should not be cited without permission.	en_US
dc.description.abstract	This paper reports on the way 16 large community organisations in NSW are managed. It is based on lengthy, semi-structured interviews with their chief executive officers (CEOs), conducted in late 1990 and early 1991. Interviews sought to explore the CEOs' approach to management in general as well as the way they were managing the organisations they currently headed. Little is known of Australian managers generally and nothing at all of those in the community sector. Although small community organisations are more numerous, large organisations, those with an annual expenditure in excess of two million dollars and employing at least 50 staff, provide services to a larger number of people and require a more conventional suite of management skills. One of the issues the study seeks to illuminate is whether there are, or are perceived to be, significant differences between managing for-profit firms, government agencies and community organisations.	en_US
dc.language.iso	en	en_US
dc.publisher	CACOM UTS	en_US
dc.relation.ispartofseries	CACOM Working Paper;No. 11
dc.subject	Community Organisations	en_US
dc.subject	Australia	en_US
dc.subject	Management	en_US
dc.title	Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers	en_US
dc.type	Working Paper	en_US
utslib.copyright.status	open_access

Abstract:

This paper reports on the way 16 large community organisations in NSW are managed. It is based on lengthy, semi-structured interviews with their chief executive officers (CEOs), conducted in late 1990 and early 1991. Interviews sought to explore the CEOs' approach to management in general as well as the way they were managing the organisations they currently headed. Little is known of Australian managers generally and nothing at all of those in the community sector. Although small community organisations are more numerous, large organisations, those with an annual expenditure in excess of two million dollars and employing at least 50 staff, provide services to a larger number of people and require a more conventional suite of management skills. One of the issues the study seeks to illuminate is whether there are, or are perceived to be, significant differences between managing for-profit firms, government agencies and community organisations.

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http://hdl.handle.net/10453/23464