Leadership

leadership nowadays is being hot topic around in the world,, soo,, it is important to talking about leadership.  Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process.
To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

Definition of Leadership

The meaning of a message is the change which it produces in the image. — Kenneth Boulding in The Image: Knowledge in Life and Society

Before we get started, lets define leadership. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse's (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below (Northouse, 2007, p5):

While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.
Skills, knowledge, and attributes make the Leader, which is one of the:

Four Factors of Leadership

There are four major factors in leadership (U.S. Army, 1983):

Leader

You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

Followers

Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

Communication

You lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.

Situation

All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.
Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.
Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized.

Boss or Leader?

lthough your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you the boss (Rowe, 2007). Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply bossing people around (Rowe, 2007). Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do great things.

 

Bass' Theory of Leadership

Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of people. These theories are:

• Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
• A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
• People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.

Total Leadership

What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.
When a person is deciding if she respects you as a leader, she does not think about your attributes, rather, she observes what you do so that she can know who you really are. She uses this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers.

Be  Know  Do

The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being. Respected leaders concentrate on (U.S. Army, 1983):

• what they are [be] (such as beliefs and character)
• what they know (such as job, tasks, and human nature)
• what they do (such as implementing, motivating, and providing direction).

What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.

The Two Most Important Keys to Effective Leadership

According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:

• Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.
• Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:
  1. Helping employees understand the company's overall business strategy.
  2. Helping employees understand how they contribute to achieving key business objectives.
  3. Sharing information with employees on both how the company is doing and how an employee's own division is doing — relative to strategic business objectives.

So in a nutshell — you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. The next section, Principles of Leadership, ties in closely with this key concept

Principles of Leadership
To help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983). The later chapters in this Leadership guide expand on these principles and provide tools for implementing them:

1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools.
5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi
6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.
7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.
8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.
10. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.
11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Attributes of Leadership

If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there i

BE KNOW DO

BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility.
BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.
KNOW the four factors of leadership — follower, leader, communication, situation.
KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.
KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.
KNOW your job. Examples: be proficient and be able to train others in their tasks.
KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.
DO provide direction. Examples: goal setting, problem solving, decision making, planning.
DO implement. Examples: communicating, coordinating, supervising, evaluating.
DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

Environment

Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought about by its heritage of past leaders and its present leaders.

Goals, Values, and Concepts

Leaders exert influence on the environment via three types of actions:

1. The goals and performance standards they establish.
2. The values they establish for the organization.
3. The business and people concepts they establish.

Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.
Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted.
Concepts define what products or services the organization will offer and the methods and processes for conducting business.
These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.

Roles and Relationships

Roles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.
Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also, normally the greater the interaction, the greater the liking. This in turn leads to more frequent interaction. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder.

Culture and Climate

There are two distinct forces that dictate how to act within an organization: culture and climate.
Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size
(Newstrom, Davis, 1993). This results in rites: the routines, rituals, and the “way we do things.” These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance.
The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs; climate is a short-term phenomenon created by the current leadership. Climate represents the beliefs about the “feel of the organization” by its members. This individual perception of the “feel of the organization” comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction, such as:

• How well does the leader clarify the priorities and goals of the organization? What is expected of us?
• What is the system of recognition, rewards, and punishments in the organization?
• How competent are the leaders?
• Are leaders free to make decisions?
• What will happen if I make a mistake?

Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare this to “ethical climate” — the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. The behavior (character) of the leader is the most important factor that impacts the climate.
On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The mature values that create tradition or the “way we do things here.” Things are done differently in every organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders, cannot easily create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader. But, everything you do as a leader will affect the climate of the organization.
For information on culture, see Long-Term Short-Term Orientation

The Process of Great Leadership

The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:

• Challenge the process - First, find a process that you believe needs to be improved the most.
• Inspire a shared vision - Next, share your vision in words that can be understood by your followers.
• Enable others to act - Give them the tools and methods to solve the problem.
• Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done.
• Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own.
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• credit:  http://www.nwlink.com/~donclark/leader/leadcon.html

Management

hay everybody,, in my lecture, i have studied about management,, so i will share some matery in my subject in this blog :D

-  MANAGEMENT -

Management is the process of reaching organizational goals by working with and through people and other organizational resources.
Management has the following 3 characteristics:

1. It is a process or series of continuing and related activities.
2. It involves and concentrates on reaching organizational goals.
3. It reaches these goals by working with and through people and other organizational resources.

MANAGEMENT FUNCTIONS:
The 4 basic management functions that make up the management process are described in the following sections:

1. PLANNING
2. ORGANIZING
3. INFLUENCING
4. CONTROLLING.

PLANNING: Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.
Planning activity focuses on attaining goals. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term.

ORGANIZING:
Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action.
People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.

INFLUENCING:
Influencing is also referred to as motivating,leading or directing.Influencing can be defined as guiding the activities of organization members in he direction that helps the organization move towards the fulfillment of the goals.
The purpose of influencing is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task oriented work situations because people find the latter type distasteful.

CONTROLLING:
Controlling is the following roles played by the manager:

1. Gather information that measures performance
2. Compare present performance to pre established performance norms.
3. Determine the next action plan and modifications for meeting the desired performance parameters.

Controlling is an ongoing process.

Organizational Chart

organizational chart??? what is it?? may be u will have some question about it,, but, actually you have been found it if u came to organization or company,, lets talk about it more detail friends :D

**Organizational Chart Basic Knowledge**

What's an Organizational Chart

An org chart is the same thing as an organization chart. The term org chart refers specifically to the chart used to track human resources for the accurate management of human capital. 
 

Organizational Chart Definition

An organizational chart is a chart which represents the structure of an organization in terms of rank. The chart usually shows the managers and sub-workers who make up an organization. The chart also shows relationships between staff in the organization which can be:

• Line - direct relationship between superior and subordinate.
  
• Lateral - relationship between different departments on the same hierarchical level.
  
• Staff - relationship between a managerial assistant and other areas. The assistant will be able to offer advice to a line manager. However, they have no authority over the line manager actions.
  
• Functional - relationships between specialist positions and other areas. The specialist will normally have authority to insist that a line manager implements any of their instructions.
  

In many large companies the organization chart can be large and incredibly complicated and is therefore sometimes dissected into smaller charts for each individual department within the organization.

There are three different types of organization chart:

• Hierarchical
• Matrix
• Flat
  

An organizational chart is a diagram that depicts the structure of an organization in terms of relationships among personnel or departments. An organizational chart also represents lines of authority and responsibility. Generally, an organizational chart is a horizontal or vertical tree that contains geometric shapes to represent staff or divisions. The lines that connect the shapes indicate relationships between the positions. An organizational chart indicates the formal structure of a business or company.

Most often, a rectangle represents a person, position, or department. In a hierarchical organizational chart, the Chief Officer or President is the top rectangle. The level underneath the chief officer contains high-level managers or executives, and each succeeding level includes the subordinates of the line above.

In standard organizational charts, the shape is similar to a pyramid. Often, box size is relative to the authority level of the position; for example, an executive position may have a larger rectangle than a subordinate position. Peers generally have boxes of similar size on an organizational chart. Lateral positions on an organizational chart indicate a relationship between departments on the same level of hierarchy in the organization.

In a standard organizational chart, solid lines depict a formal and direct relationship between positions. A double linked rectangle might indicate a situation with co-supervisors. A dashed line indicates an advisory or indirect relationship between positions, while arrows indicate the flow of communication. To indicate job sharing or dual responsibilities, a divided box might be used. An open position is sometimes represented by a dashed border surrounding a rectangle, or a box containing either TBH (to be hired) or TBD (to be determined).

Because in a large company, the organizational chart can be space-intensive and complex, smaller charts may be utilized to represent individual departments. Other common space-saving techniques used in organizational charts include a staggered tree method, a columnar stack, or a list style which provides names or job titles rather than boxes. To avoid the frequent need to update an organizational chart, you might use position titles rather than the names of individual staff. Due to the changes in organizational structure, an organizational chart is not always up-to-date.

To create an organizational chart, you can use Organizational Chart software. Microsoft Word has a Diagram Gallery to create such a chart, and Microsoft PowerPoint and Publisher have similar capabilities. The use of software to create an organizational chart makes revisions and additions simple.

Human Capital Management

Effective management of human capital is essential for staying competitive. It is the goal of every forward looking company to decrease costs and increase efficiency. At the most fundamental level of managing human capital, you must have an org chart.

See the Benefits of Effective Human Capital Management:

• Identify key employees
  Allocate your resources in the most efficient manner. An org chart will help you identify key personnel and put them in a position to maximize their effectiveness
• Assess your organization
  Evaluate the hierarchical structure of management and delineate clear paths of authority and responsibility. This will assist in creating a dynamic environment where employees understand their role within the organization and work together to further the goals of the company
• Develop and strengthen key areas of the organization
  An org chart will show you the strong areas of the organization and identify parts that need to be reorganized for effective and efficient results
  
• Create a dynamic environment
  Energize the company with effective management of human resources. With an org chart you can instantly reorganize the priorities of the organization to deal with changing markets and competition. Today's fast paced environment demands the ability to immediately allocate resources where they are needed.

Limitations of an organizational chart

There are several limitations with organizational charts:

• It only shows 'formal relationships' and tells nothing of the pattern of human (social) relationships which develop.
  

• It shows nothing about the managerial style adopted (eg autocratic or democratic)
  

• It very quickly becomes out-of-date, especially in large organizations who change their staff regularly.
  

Chart showing the interrelationships of positions within an organization in terms of authority and responsibility. There are basically three patterns of organization: line organization, functional organization, and line and staff organization.

How to Draw Organizational Chart

The easiest way to draw a new org chart is by starting with an organizational chart templates.

Simply choose New from the File menu, then select from the vast array of flowchart examples available at your fingertips under the Samples Pane.

Templates and examples listed under this category have all the special settings for grid snaps, line- and shape-linking, wizards, and other crucial attributes that make it easy to draw a flowchart.

You can start with an example that closely resembles your project or you can start with a blank page by choosing New Document.

To choose a template, double-click on it.

Free Download Organizational Chart Software and View All Examples

credit: http://www.edrawsoft.com/Organizational-chart.php

Secretary

my lecture is integrated with secretary, and i have some information about secretary especially the duties and responsibilies,, lets check friends :)

 Duties and Responsibilities ^^

A good secretary is essential for any Key Club if it is going to function in a proper way. The office of the secretary is one of the most demanding in the Key Club organization.

In the hands of the secretary are all of the records, files, and details that are important for the smooth operation of the Key Club. The best way for a secretary-elect to start is to watch and learn from the present club secretary. He/she will be able to give advice and hints on how to best handle the job. A secretary needs to be prompt, neat, and efficient.

Duties and Responsibilities

Responsible for Key Club records. This means that the secretary must be organized in his/her approach, and Key Club records must be kept up to date and in good order. The secretary's Key Club record file should include the following:

     Club bylaws

     Key Club Guidebook

     District constitution and bylaws

     Minutes of all club meetings-regular and board meetings

     Committee reports

     List of committee chairs and members

     Clubs past achievement reports

     Clubs past monthly reports

     Club roster having the following information for each member:

          Members full name, home address, and e-mail address

          Telephone number

          Date of birth

          Date of joining Key Club

          Committee assignments and offices held in Key Club

          Chief interest in Key Club work

          Chief interest in sports and hobbies

     Names and addresses of present Key Club officers

     Copies of current and past KEYNOTER magazines and district publications

     Complete set of printed material and Key Club literature

The items listed above are those normally found in up-to-date Key Club files. These are important. Take a look through the files you have, and if any of these items are missing, please write or phone the appropriate source for copies.

Club Secretarys Checklist 

Weekly Duties

     Attend all meetings and compose the official minutes.

     Answer all correspondence promptly, and inform officers and advisors of the communication. 

Monthly Duties

·         Prepare board of directors meeting agenda with president.

·         Attend the board meeting and take the minutes.

·         Collect the monthly committee reports.

·         Submit monthly report to the district.

·         Send newsworthy articles to the district publication and KEYNOTER magazine.

Annual Duties

·         Receive all materials from the past club secretary.

·         Inventory all Key Club property.

·         Make a Key Club file with reports, bulletins, and manuals.

·         Produce a club membership directory.

·         Help choose the convention delegates, candidates, and contestants, and take care of all materials and monies (if applicable) relating to them.

·         Work with the president in completing the Annual Achievement and Single Service Reports for your Key Club.

·         Notify the district and International offices of your new club officers for the next year.

·         Assist the secretary-elect and pass on all Key Club materials to him/her after your term of office.

The Secretarys Role During Meetings

·         During club and board meetings, the secretary should be prepared to document all club and board meeting activity by maintaining an attendance log and transcribing minutes.   The writing of minutes is described below.

·         A form to document meeting and project attendance should be created. Record each time a member attends a club meeting or project.   When a member participates in a service project, document on a service hour report the number of hours he/she participated.

·         The secretary also is responsible for assisting the club president in developing meeting agendas.   The secretary, with the president, should identify topics that need to be addressed during each meeting.

·         The secretary should be prepared to present a secretarys report during board meetings, as well as present the monthly report for approval by the board.   The club secretary is a voting board member and should vote on all issues presented by the board of directors.

The secretary should record the following about each regular Key Club meeting:

• Number of members present
• Names of those absent
• List of guests attending
• Presiding officer
• Speaker and subject
• Dues collected from whom (if applicable)
• Committee reports-written and oral
• Announcements
• Any motions or decisions acted upon by the membership

Keep minutes of all meetings of the board of directors. Help the president prepare an agenda for each of these.

Handle all club correspondence, and especially give prompt attention to communications from the district and Key Club International offices.

Write or phone the Key Club International Office for any bulletins or club supplies needed.

Maintain official club records.

Send district convention registration fees to proper place and send Key Club International convention registration fees to appropriate address.

Collect reports from committee chairs.

Send names, addresses, and phone numbers of newly elected officers to the district administrator.

See to it that news items concerning your club are sent to the editors of the district publication and KEYNOTER magazine.

Assist the secretary-elect in becoming acquainted with his/her duties. 

Writing Minutes

Minutes are the journal for the proceedings of a meeting.   Minutes should record the action taken at the meeting, not what was said by the members.   The minutes should never reflect the secretarys opinion on anything said or done. 

Contents of the Minutes

The first paragraph of the minutes should contain the following information:

·         Type of meeting: club, board, regularly scheduled, specially called

·         Date, time, and location of the meeting

·         List of those present and those absent

·         Identification of the chair (typically the club president or vice-president) and secretary

·         Specification of whether the minutes of the previous meeting were approved as read or as corrected

The body of the minutes should contain a separate paragraph for each subject discussed and acted upon.   Specify the exact words of the motion, the maker of the motion, and the action taken on the motion amended, passed, rejected, tabled, or withdrawn.   Describe how the motion was adopted or disposed of and whether the motion was debated or amended before being adopted or rejected.   Also, document secondary motions, such as a recess or setting a fixed time to adjourn the meeting. The last paragraph should state the hour of adjournment.

Rules and Practices for Writing Minutes

·         The name of the seconder of a motion should not be entered in the minutes unless ordered by the assembly.

·         When a count has been ordered or the vote is by ballot, the number of votes on each side should be entered.   When the voting is by roll call, the names of those voting on each side and those answering, present should be entered.   If members fail to respond to a roll call vote, enough of their names should be recorded as present as to reflect that a quorum was present at the time of the vote.   If the chair voted, no special mention of this fact is made in the minutes.

·         The proceedings of a committee of a whole, that is the board of directors, breaks into an open discussion about a topic without making any motions, should not be entered in the minutes, but the fact that the board went into a committee of the whole, as well as the committee report, should be entered.

·         When a committee report is of great importance or should be recorded to show the legislative history of a measure, the board can order it to be entered in the minutes, in which case the secretary copies it in full into the minutes.

Monthly Report

ODKCI requires that clubs submit a monthly report detailing the Key Clubs activities during the previous month. These report forms are included on this website under resources. Clubs should refer to their reports to evaluate their progress toward club goals. 

credit:  http://ohiokcsecretary.tripod.com/id9.html