101644 Community Management: Immigrant Welfare Society Project 2018

This project outlines the structure and function of the Australian Immigrant Welfare Society, an organisation dedicated to supporting immigrants and refugees. It details the society's vision and mission statements, focusing on creating awareness and self-sufficiency among immigrants. The projec...Read More

Australian Immigrant Welfare Society
The organisation works as a mediator between
court and the immigrant to demand a fair judicial
procedure to support their moral rights.
We arrange sessions to make the citizens aware
of the facts how immigrants are helping
Australian economy to develop.
The cultural exchange is important for business
environment in terms of welcoming new ideas
and skills.

Vision statement
Our vision is to
create
awareness
within society
about values
and various
contributions of
immigrants and
refugees and
developing
lifestyle of that
Mission
statement
Company
mission is to
make the
immigrants and
refugees self
sufficient and
participate in
social
programmes
irrespective of

Measured Organisational Goal
 According to Lee (2013), long terms goals are derived from the
vision statement and mission gives it a purpose to execute.
Long terms goals like empowering refugee children and women
by arranging evening schools for them, creating job
opportunities and finding places to live must be planned in an
achievable and time specific structure(Krause, U., 2014).
 Functions are planned in a way which satisfy the requirements
of organizational objectives (Gleeson and Bloemraad 2013). In
order to be successful on that teachers can be requested to
give voluntary classes. Vocational training can be organised.
Private organisations can be requested to recruit them as per
merit and skills (Shepard 2016).
 In order to be successful on long term goals, there must be
some short term objectives like negotiating with the employers,
teachers, social educators and landlords. The most important
operation is to raise funds. Therefore, native political parties
and organisations with same interest can help to achieve these
objectives (Do Paço, Agostinho and Nave, 2013).

ORGANISATIONAL HIERARCHY

JOB DESCRIPTION:
SUPERVISOR
 Responsibilities and job responsibilities of NGO managers is
to maintain uniformity and inspiration within work
environment as well as face the challenges (Roth, B.J.,
Gonzales, R.G. and Lesniewski, J., 2015).
 Leading and managing employees by encouraging them with
optimistic thoughts (Xu, Loi and Ngo 2016).
 Arrange resources and allocate tasks to the front line
workers.
 Supervising the operations with the target of achieving
mission and vision (Guo and Al Ariss 2015).
 Making smart investments in building relationship both with
the immigrants and native communities with the practice of
effective communication (Carlos Pinho, Paula Rodrigues and
Dibb 2014).
 Fundraising strategies are needed to be developed keeping
the vision and mission under highest consideration (De
Graauw, Gleeson and Bloemraad 2013).
 Setting objectives and balance between performance and

JOB ADVERT
Monitoring and Evaluation Advisor, Immigrant
Development Programmes
Australian immigrant welfare society,
NSW, Australia
Apply by 28th October 2018
Level- medium, position- full time
Job criteria:
Bachelor in managerial courses of finance,
marketing and management, preferably a master
degree in international affairs, 1-5 year study or
internship experience, knowledge in human rights
and political or legal theories.
Posted on 10th October 2018.

BRIEF OUTLINE OF PRO FORMA
Community engagement
4
Total amount of donations
A$ 9000
Number of donors
12
Total members
50
Number of campaigns
15

REFERENCE LIST
 Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market orientation and
organisational commitment in organisational performance: the case of non-profit organisations. Journal of
Management Development, 33(4), pp.374-398.
 De Graauw, E., Gleeson, S. and Bloemraad, I., 2013. Funding immigrant organizations: Suburban free riding and
local civic presence. American Journal of Sociology, 119(1), pp.75-130.
 Do Paço, A., Agostinho, D. and Nave, A., 2013. Corporate versus non-profit volunteering—do the volunteers’
motivations significantly differ?. International Review on Public and Nonprofit Marketing, 10(3), pp.221-233.
 Gleeson, S. and Bloemraad, I., 2013. Assessing the scope of immigrant organizations: Official undercounts and
actual underrepresentation. Nonprofit and Voluntary Sector Quarterly, 42(2), pp.346-370.
 Guo, C. and Al Ariss, A., 2015. Human resource management of international migrants: Current theories and
future research.
 Krause, U., 2014. Analysis of empowerment of refugee women in camps and settlements. Journal of internal
displacement, 4(1), pp.28-52.
 Lee, Z., 2013. Rebranding in brand-oriented organisations: Exploring tensions in the nonprofit sector. Journal of
Marketing Management, 29(9-10), pp.1124-1142.
 Roth, B.J., Gonzales, R.G. and Lesniewski, J., 2015. Building a stronger safety net: Local organizations and the
challenges of serving immigrants in the suburbs. Human Service Organizations: Management, Leadership &
Governance, 39(4), pp.348-361.
 Shepard, E.A., 2016. The Emerging “Immigrant-Friendly” City: How and why cities frame themselves as
welcoming places to immigrants.
 Xu, A.J., Loi, R. and Ngo, H.Y., 2016. Ethical leadership behavior and employee justice perceptions: The mediating
role of trust in organization. Journal of Business Ethics, 134(3), pp.493-504.