Jean Roberts is the authority for Nonprofit Organisations and Small and Medium Enterprises in Australia

Jean is Founder and Director of Roberts Management Concepts Pty Ltd.

Since 1985 in this role, Jean has worked in all States and Territories of Australia and in New Zealand, USA and Canada as a consultant, facilitator, trainer, writer and speaker.  Jean has consulted with and written for SMEs, nonprofit organisations, peak bodies, and people of all ages about to start their own business. She has also extensively studied the use of research in both the nonprofit and SME sectors.

WEB SPECIAL!  

All books are now $16.50 GST and P&P incl. (Australian dollars) except Successful submission Writing for Business and Nonprofits, 3rd Edition, which remains at $29.95 GST and P & P incl. (Australian dollars).  Click on any book and you’ll find the contents listed.

My June/July 2010 activity includes working with nonprofit Boards on such matters as:

1. the three major components of governance, ie strategic and policy framework, financial viability and compliance,
2. Committee/Board structure and process, ie the Board’s structural relationships and the manner in which it fulfils the governance role and function,
3. reviewing the Constitution in associations and nonprofit companies, together with the relationship between the constitution, policies, procedures, work practices and performance review – at governance, management and operational levels of activity,
4. preparing the annual report as a vehicle of accountability from the Committee/Board (ie the governing body) to the association or company membership base,
5. consideration of a membership campaign, and
6. careful consideration of strategic priorities for nonprofits as (a) a legal entity, (b) service provider, (c) peak body, (d) employer and (e) advocate.

My current writing includes:

1. the final chapter of my e-book, My Spiritual Journey as an Independent Consultant:   as with any spiritual journey, progress depends upon understanding what’s happening around us and being able to apply what we learn through both experience and observation.  I had intended to have this final chapter completed many months ago, but so much was happening that it has taken this time to even begin the application.  Nearly there!!

2. my continuing series of web articles with focus on management-level roles, responsibilities and relationships – in commercial and nonprofit SMEs. 

My volunteer involvement and activity:

Having lived in Nhill (Victoria) during World War 2, I’ve recently become an active member of Nhill Aviation Heritage Centre Inc (NAHC).    NAHC, together with the Shire of Hindmarsh, held a Community Consultation on 17th May in Nhill to share NAHC’s plan to celebrate Nhill’s Century of Flight in 2019.   There’s a great deal of information available to anyone who is interested to hear more – just email me for a range of contacts.

What's New

You’ll find 2010 articles of particular interest to both commercial and nonprofit organisations, so make sure to visit these categories today:

1. Core Business Strategies, 

2. Definitions,

3. On-the-job training, coaching and mentoring – under Hot Topics, and

4. Tools of War and Peace in the World of Management.

Latest Item: Typical behaviours of proactive, reactive and crisis management styles

There are three broad management styles:

1.      pro-active management,

2.      re‑active management, and

3.      crisis management.

People with management responsibilities will each have their personal style of doing things.  In the same way, groups with management responsibilities will have a collective style.

It…

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Featured book: Governance Kit No.2: Partnership Relationships

Governance Kit 2: Partnership Relationships

Governance Kit 2: Partnership Relationships

Partnership Relationships – linking policies with improved work practices at governance, management and operational levels of activity

This Kit addresses the increasing practice in the nonprofit sector for independent and autonomous organisations choosing – or being required – to work closely with other independent and autonomous organisations to undertake a collaborative project.

The purpose of a partnership relationship can be different or additional to, but compatible with, the purpose of each party in the partnership.

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