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The Water Impact Booklet D. Chapter Summaries Framework: Organizations bring people together to achieve a common purpose. Usually, an agreement creates the organization, defines its purpose and sets basic ground rules. The agreement may be an informal gentlemen’s agreement. Or, it may be a more formal contract, ordinance or law. The type of agreement depends on the goals of the or- ganization. It must conform to the country’s legal and regulatory framework. Leadership and Commitment: Every organization needs leadership by people who are committed to its purpose. Nothing can be achieved without this com- mitment. Leadership and commitment begin at the top. Leaders inspire others and set a good example. Leadership involves the Governing Body which leads through Policy, Planning and Budgeting, Delegation, Oversight, Advocacy, good Governance practices and Orderly Decision-making. Mission and Overall Objectives: Mission and overall objectives are the first steps in establishing a goal driv- en, proactive workforce. They are also a foundation for good planning. Every organization has a purpose. Everyone needs to know what it is and be committed to it. This chap- ter helps you assess your current Mission Statement or create one. Strategic Analysis and Planning: Strategic analysis and planning are ways to take a fresh look at your situation – and where you want to go. You test current practic- es to see if they will work well in the future. You test your view of your environment and make sure that it is accurate. You answer questions like these: Where are we now? Where do we want to go? How do we get there? Functions: What if we have a list of 300 actions? Will we gather 300 people and assign each of them one ac- tion? That could be expensive and hard to control. Not every action would need full-time attention. We need to group actions into functions to make the best use of resources. This chapter explains what functions are and it can help you develop the functions you need. Organization Structure: The organization structure groups functions and shows how they are linked. It helps employees and stakeholders understand the way the organization works. It also encourages cooperation and communication. Without an organization structure, it would be hard to know reporting relationships, responsibilities and how functions work together. It would also be harder to know the chain of command. Job Design: Please think back to a time when you started a new job. Did anyone tell you what to do? Did anyone tell you how your job would help achieve the aims of the organization? Did you know where your job fit on the organization structure? This chapter describes the process of job design which involves choosing Job Titles and developing Job De- scriptions. This chapter will help you answer questions like these: What makes a good job title? What do job descrip- tions cover? How do you write a job description? Numbers of Employees: How many people do you need in your organization? This chapter helps you de- cide. Compensation and Remuneration: The basic contract between an employer and an employee is this: the em- ployer pays the employee. The employee works in ex- change for the pay - or compensation. A good compensation and reward system will: attract and retain good employees; motivate employees and enliven an organization; recognize employee initiative and achievement; encourage the loyalty of employees. This chapter covers forms of compensation and ways to reward employees.