Creating a Good Committee Structure
Why Have A Committee?
A committee enables far more to be done - increasing the quality and quantity of Jewish activity at your university. People work best when they are given very clear guidelines on what to do, and are provided with support and feedback. The most effective way to ensure that people helping to run a Jewish group are given these things is to create a formal committee structure. Once established, only the minimum of tinkering with your committee structure will be necessary to unleash untapped energy within your organisation.
Principles of Committee Structure
What a committee member needs
Replace Those Who Can't Do Their Jobs
If somebody isn't able to do their job, it is necessary to identify the cause. If the job is badly designed (they don't have access to information or resources they need, they don't have sufficient authority to complete tasks) then redesign the job. If they haven't had sufficient training, then ensure that this is arranged as soon as possible. If they are really good at some things, but have a few weaknesses that influence the job as a whole, considering getting them to share the job with somebody else. If, however, somebody is unable to do their job because they just aren't up to it - they are lazy, incapable, or inept - then find a sensitive and fair way of replacing them. People that can't do things tend to spoil a committee structure very quickly - they decrease morale and make being on the committee appear to be divorced from actually getting things done. Remember too, that just because somebody isn't up to one job, it doesn't mean that they are incapable of doing any committee jobs, so sometimes people might be able to change jobs.
Encourage Committee Members To Get Help From Others
Not everybody that helps out in your organisation needs to be on the main committee. Different committee members should, where needed, get groups of other people to help them. The same principle that means that the chairperson ought not to do all of the work themselves also extends to other positions. So a Publicity Officer might benefit greatly from getting a publicity group made up of people who study different subjects, on different campuses, or in different years, to help with publicity. The more people help out the more will be done, and the more involved others will be. Delegation is a good thing, not just because it helps get more done than one person alone could do, but also because it ensures that more people are involved and so come to events. Furthermore, by involving people who aren't on the committee to help out, perhaps in official (non-committee) positions, it is possible to prepare them to take on the real mantle of leadership in the future.
Remember that people who are on a sub-committee, such as a publicity committee, for example, would also benefit from everything that actual committee members benefit from. So, consider providing a clear job description, the necessary information, training, support and encouragement, and feedback.
By introducing a strong committee structure to your Jewish organisation, where every person works under conditions that are conducive to hard work, you can ensure that a lot of work gets done. If you then extend this further by introducing sub-committees, you increase the capacity for hard work that your organisation has even more. Think about it - it's the difference between one person doing a lot of work, and up to fifty people doing a lot of work.