Long-Range Planning Commission - Report of the Management and Organization Committee

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-