Sponsoring a Business Club, Part II Stop, Look, and Listen

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<ul><li><p>This article was downloaded by: [York University Libraries]On: 23 November 2014, At: 11:51Publisher: RoutledgeInforma Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House,37-41 Mortimer Street, London W1T 3JH, UK</p><p>The Journal of Business EducationPublication details, including instructions for authors and subscription information:http://www.tandfonline.com/loi/vjeb19</p><p>Sponsoring a Business Club, Part II Stop, Look, and ListenRichard Dale aa San Jose State College San Jose , California , USAPublished online: 30 Jul 2010.</p><p>To cite this article: Richard Dale (1959) Sponsoring a Business Club, Part II Stop, Look, and Listen, The Journal of BusinessEducation, 35:2, 81-82, DOI: 10.1080/08832323.1959.10116231</p><p>To link to this article: http://dx.doi.org/10.1080/08832323.1959.10116231</p><p>PLEASE SCROLL DOWN FOR ARTICLE</p><p>Taylor &amp; Francis makes every effort to ensure the accuracy of all the information (the Content) contained in thepublications on our platform. However, Taylor &amp; Francis, our agents, and our licensors make no representationsor warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Anyopinions and views expressed in this publication are the opinions and views of the authors, and are not theviews of or endorsed by Taylor &amp; Francis. The accuracy of the Content should not be relied upon and should beindependently verified with primary sources of information. Taylor and Francis shall not be liable for any losses,actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoevercaused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content.</p><p>This article may be used for research, teaching, and private study purposes. Any substantial or systematicreproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyoneis expressly forbidden. Terms &amp; Conditions of access and use can be found at http://www.tandfonline.com/page/terms-and-conditions</p><p>http://www.tandfonline.com/loi/vjeb19http://www.tandfonline.com/action/showCitFormats?doi=10.1080/08832323.1959.10116231http://dx.doi.org/10.1080/08832323.1959.10116231http://www.tandfonline.com/page/terms-and-conditionshttp://www.tandfonline.com/page/terms-and-conditions</p></li><li><p>SPONSORING A BUSINESS CLUB, Part I1 </p><p>STOP, Using the Three Ps in School Club Evaluation </p><p>LISTEN: LETS EVALUATE by Rose Mari Dunham, H. P. Durham, and Grace Hinkson </p><p>NY evaluation made of a partic- A ular club, whether student gov- ernment, special interest, or subject matter, (such as business), should be done by the members themselves un- der the direction of a responsible out- sider. This evaluation should be made in terms of the clubs Purposes as stated in the constitution; the Projects it undertakes as reflected by club accomplishments ; and the People who serve the club as sponsor, officers, and members, in terms of how they benefit from the various club activities. These Three Ps -Purposes, Projects, and Peojle- form the outline for our ideas about evaluation. </p><p>Club evaluations should be carried out at regular intervals; and the re- sults of these evaluations should be carefully studied to see how the fu- ture operations of the club can be im- proved. A good time to make such studies would be at the conclusion of each semester, or, if not that often, at least at the end of each school year. Once a year is the minimum fre- quency of evaluation which should occur ; an optimum amount of evalu- ation would probably be a formal evaluation at the end of each semester, and informal evaluative activities after each major project during the year. </p><p>Purposes </p><p>The Purposes of the club, which should be clearly and carefully stated in the constitution, constitute the first P to be considered in evalua- tion. In writing the constitution for any club, there must he no doubt left as to why and for what ends this par- ticular club was organized. If it was organized to promote interest in a particular subject matter field, such as business, the evaluation instrument should check on how well this par- ticular interest is being developed. If one of the primary purposes of the club is character development through the various projects, then the evaluation should determine whether this purpose is being satisfactorily met. ,One of the purposes which any club should have is the aim to enrich school experiences by providing sup- plementary out-of-class activities re- lated to the students needs, interest, and abilities. Any evaluation should check on how well this purpose is be- ing met. </p><p>Projects </p><p>Next, evaluation should consider the second P, or the Projects un- dertaken by the club. These projects serve to identify the club to both members and non-members, and to establish a reputation for that club in </p><p>LOOK, AND LISTEN Under Direction of Richard Dale </p><p>San Jose State College San Jose, California </p><p>the school and community. Projects undertaken should not duplicate other services given by ,the school, but should rather supplement them for purposes of enrichment. </p><p>Any and all projects undertaken should be studied carefully to deter- mine whether or not they are worth- while to the participating students. If such activities merely duplicate classwork, the students will want out, for club time should serve as enrichment rather than repetition of regular learning experiences. </p><p>Fund-raising projects undertaken should be particularly carefully eval- uated, to see that some students are not being unfairly exploited to bene- fit others. Careful attention should be given to the manner in which money is handled - the records which are kept, and the manner in which the money is spent. Other items to consider in fund-raising projects are the type and use of pub- licity, the delegation of authority, the meeting of responsibility, and the like. A project can be most success- ful in the manner in which it is han- dled, and then fall short df a good purpose by unwise spending of the money thus obtained. If students feel that they are being exploited m- fairly, then the fund-raising project can !become a hindrance, rather than a help. To be worthwhile, a fund- raising project should have the dual aim of raising money and of develop- ing the students ability to meet re- </p><p>NOVEMBER, I959 81 </p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Yor</p><p>k U</p><p>nive</p><p>rsity</p><p> Lib</p><p>rari</p><p>es] </p><p>at 1</p><p>1:51</p><p> 23 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p></li><li><p>sponsibility. Ideally, it is hoped that such projects provide a needed ser\- ice to school or community as well. </p><p>Social projects should also be eval- uated as part of the clubs activities. One of a students primary reasons for joining a club is to have an op- portunity to socialize with other stu- dents. Therefore, a club must pro- vide opportunities for the students to enjoy one anothers company. Gut this should bc kept a secondary aim </p><p>shadow the other purposes for which the club is organized. </p><p>Among the learning expericnces that may be utilized in working out club projects should be activities in- volving individuals, small groups, and the whole group in problem-solving and decision nialiing. The nianner in which the students work together to put over a project is of prime im- portance in reflecting the worthwhile- ness of that particular project. </p><p>In evaluating various group proj- ects by informal means, determina- tion should be made of who carried which burdens of responsibility, ant1 how well all the members participated as a team. Responsibility should be rotated for various projects among different club members, so that no one person is exploited but, rather, all have a chance to assume leadership at different times and thus develop individually their own particular talents. </p><p>People </p><p>of the club ~ t l not dlowed to oyc1.- </p><p>The third P to consider in evalu- ation is the People involved in the clubs activities. </p><p>First, what about the sponsor 7 Is he strong or weak in leadership abil- ity? Is he able to guide students so that they are running the club with an occasional assist froin him; or is he spending time that should be de- voted to school planning dictating the clubs affairs? The sponsor can make or break a club; he is the first factor to be evaluated under Pcoplc. </p><p>Under Pcople we must also con- sider the influence of the school ad- ministration and other faculty ineiii- bets on the sponsor and the various club members. The atmosphere in which the club exists is influenced by all thc people with whom it comes in </p><p>82 </p><p>contact-not only the school faculty, but parents as well. So parents must ~ S ( J be considered, and must be al- lowed to express their opinions occa- sionally as to club operations. With the help of all the people concerned, a club can become successful in liv- ing up to its purposes, offering the type of enrichment activities that will best serve its members. </p><p>Next, what about the individual members? Does the club offer mem- bership to all who might be inter- ested, and then try to develop the in- dividual talents of these people? Or does a small clique dominate affairs and serve to stifle individual initia- tive? Unless a club can truly say, and demonstrate, that it offers some- thing for all types of people who niiglit be interested, the shy as well as the aggressive, it is failing in one of the reasons for the existence of co-curricular activities-that of indi- vidual character development-which is often more easily handled in a club situation than in regular classroom activities. </p><p>One way in which a club should strive to make certain that all the people involved can enjoy and bene- fit from membership is by eliminating the various extra expenses and hid- den costs of membership : apparel, pins, and the like. If such items are felt to be necessary, then fund-rais- ing projects should be undertaken to supply these items to the members, so that no one will bc left outt be- cause of inability to afford the extra expenses. </p><p>Under the heading of Pcople wc must also consider the clubs officers. What type of people are elected, and how well do they perform their duties ? Are the same people always selected to run the club, or are some of the more retiring members given a chance to develop their talents as well? Do the officers try to promote new members to join, and do they lead the way in evaluating activities for improvenient and revision of fu- ture operations? The people in- volved reflect the purpose and proj- ects of a club, and, in turn, the pur- pose and projects determine what type of people will be attracted by that particular club. </p><p>Bases and Techniques for Evaluation </p><p>Purpose, Projects, and People- these three factors serve as the best index for evaluation of a club and its activities. And the people involved should participate in the evaluation by helping to make up a check-list of points to cover in evaluation, and answering the evaluative instrument carefully and truthfully. As well as using check-lists tailor-made to fit their own situation, the members of ;i club should also utilize e\duation in\trunit.nts made up by state or na- tional leaders, if their club is affili- ated on such a basis, or those appear- ing in professional journals, such as the ones in A Handbook for Ad- visors of High School Business Clubs.3 Ratings from such sources serve to show whether a club is ac- coinplishing the purposes of its or- ganization, and reflect the value of the projects it undertakes. Such a rating often gives a club more pres- tige than a rating from a purely lo- cal evaluation source, and may help the club in its recruiting activities to get more people to join. </p><p>Another source of evaluation would come from former members and alumni. These people could eval- uate whethcr the club helped them i n their adjustment of out-of-school life. Such a follow-up study, if under- taken, should be utilized the same as any other evaluation would be-to im- prove future club activities by cor- recting any weaknesses uncovered therein. </p><p>Evaluation in terms of Purposes, Projects, and People helps to keep a club healthy and active by periodically reviewing the operations of the club. But that evaluation must then he used to improve the club operations, or its purpose will be defeated. By utiliz- ing the results of an evaluation to improve its activities, a club becomes dynamic and continues to grow, rather than remaining static. Thus, a needed school service can be per- formed by helping to enrich classroom activities and make the school a better place in which students may work and play. __ </p><p>Southwestern Publishing Company, Monograph No. 82 </p><p>THE JOURNAL OF BUSINESS EDUCATION </p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Yor</p><p>k U</p><p>nive</p><p>rsity</p><p> Lib</p><p>rari</p><p>es] </p><p>at 1</p><p>1:51</p><p> 23 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p></li></ul>