“That’s Just a Part of Growing Up”: A Study of Non-formal Educators’ Lay Theories of Adolescence

This instrumental case study explored non-formal educators’ lay theories of adolescence using the case of the Boy Scouts of America’s Scouts BSA program, a co-ed program serving youth between the ages of 11 and 17. We conducted an iterative analysis of 110 structured interviews with Scouts BSA adult volunteer leaders who served as scoutmasters or assistant scoutmasters. Results indicated that participants discussed adolescence in terms of youth characteristics as well as processes youth underwent during their adolescent years. These adults sometimes viewed adolescence as idiosyncratic, identifying differences in learning, behavior, and family situations among youth, particularly those whom they had identified as exhibiting specific challenges like autism. The results also illustrated relationships between the program and lay theories of adolescence. Namely, core Scouts BSA programmatic structures and expectations such as operating the patrol/troop method hierarchies, building leadership skills, camping or outdoor activities, and including all youth in activities influence participants’ own views of adolescence, including their views of adolescence as a time to cultivate maturity and independence. The study concludes with a brief discussion of results and limitations of the study, including recommendations for training and additional research.

Mimetic Isomorphism in Non-Profit Organisations (NPO): Sports Associations in the Nord Pas-De-Calais Departments

The purpose of our study is to give an account of the process of institutional isomorphism, which, in France, leads non-profit organisations (NPO) to follow the management and professional model used by organisations in the same field because they are larger, better equipped, and have higher-performance tools and better skilled executive managers. In order to investigate this subject, we have built a rigorous methodology. We carried out an investigation by interviewing volunteer leaders running sports NPOs in the Nord and Pas-de-Calais departments (now part of the Hauts-de-France region). In total, we interviewed nearly 80 volunteer members of sports associations employing at least one employee and engaged in a process of professionalization. In the introduction, we highlight the managerial surge that leads associations to move closer to the managerial forms of organizations. To illustrate this phenomenon, we used the concepts of neo-institutional theory and tried to show that institutional isomorphism is collectively accepted by institutional volunteer leaders. In this process of professionalisation that affects sports organisations, our results demonstrate that this isomorphism operates on several levels. At a structural level, our study shows that the organisation imports the management and operating tools from the entrepreneurial model and develops strategies for diversifying its services and innovating its products. At a skills-based level, it appears the skills acquired by volunteers during their professional career are increasingly put to use in work with non-profits. Our study concludes that the isomorphism of sports NPOs is characterised by the need for independent funding, the diversification of activities, the search for innovation and the increased need for skills derived from professional experience. These results have led us to discuss the impact of the mimetic form of this isomorphic process on the non-profit project. The implications of this isomorphism are significant: while this process is very often the result of external pressure on the organisational field, it is also, in certain circumstances, the result of a collective strategy defined by the volunteer leaders running NPOs. Organisations must create the conditions for financial empowerment by increasing their financial resources. This isomorphism in NPOs with the business world is also made possible by hiring volunteers who are better trained and better adapted to new requirements. Finally, we highlight the limitations of our study and the possibilities for future development.

Fundamentals of Volunteer Orientation

We created this fact sheet to assist volunteer managers when creating volunteer orientations for their new volunteers. Volunteer training and orientation is a critical component which should promote volunteers’ understanding of the role they hold within organizations. Leaders of volunteer organizations must ensure their organizations have adequately prepared volunteers to carry out the organization’s mission. Last, volunteer leaders should incorporate the cause, system, and social orientation components to effectively create an orientation focused on providing the appropriate onboarding of their most valuable asset – volunteers.