Leadership Library - Organizational Structure and Procedures
Much
of the content of the following pages is based on the University
of Michigan Student Organizational Development Center's "Resources
for Leadership and Organizational Development", copyright 1988.
Many thanks to our colleagues for sharing their publication
materials.
Before you begin the process of forming a new student organization, we urge you
to stop by the Campus Center Office to research the already existing ones. Susquehanna
University has approximately 100 SGA-registered student organizations. These groups
have been formed to meet a variety of personal, social, political, recreational
and religious interests. You may find that there is a group on campus doing just
the sort of thing you wanted to do. There are many benefits from joining an existing
organization. It is often more effective to combine forces than duplicate efforts
and/or services thereby creating competition for resources - financial or people.
Most organizations are eager for new members; they want talent, ideas, enthusiasm,
and commitment. If there is a group of people currently meeting with basically
the same interests as yours, it makes the most sense to join them and become allies
rather than forming your own cliques.
If, however, you are unable to identify an existing organization that will satisfy
you, then by all means, start your own. There are many others out there with interests
similar to yours looking for a group to join!
There are specific guidelines to be followed in order to become SGA registered.
But, before you begin the registration process, there are several other issues
to consider in order to effectively organize your new student group.
PURPOSE:
- How are you going to define your organization?
- What are your proposed goals?
- What are you hoping to accomplish?
- How do you fit in on campus?
- What role do you want to play?
- Will you have an advisor?
- How will you pick one?
- Is there a department you can or will be affiliated with?
MEMBERSHIP:
- Are there other people you already know who would want to join?
- How are you going to identify others?
- How are you going to convince them to join?
- What will this group have to offer? Can they find this elsewhere?
- What kind of commitment will they have to make?
- What makes this group unique?
STRUCTURE:
- Will this be a formal, long-term group or are you forming to work on a particular,
one- time only issue and/or activity?
- Will there be officers? How will they be selected and for how long?
- Will you be drafting a Constitution? By-laws?
- How often will you meet? When and where?
It is important that you be able to answer these questions because potential members
will be wondering about these issues. Be prepared! Consulting with a Student Life
staff member can be very helpful. Also, be sure to pick up any useful handouts,
manuals, etc., from the Campus Center office.
WHAT CONSTITUTES A STUDENT ORGANIZATION?
The Student Government Association (SGA) defines a student organization as one
with a minimum of five (5) members plus officers. The student organization must
submit the following to the SGA:
- a constitution
- a list of members (a minimum of
five plus officers)
- the officers for the organization
- a letter from the advisor stating
his/her support
Proposals to become a student organization
may be presented at an SGA meeting (check the SU Weekly Calendar for meeting times
and locations). After hearing the proposal, SGA will vote on recognition at its
next meeting. Organizations which are recognized by the SGA must have membership
open to all interested Susquehanna students.
PRIVILEGES OF REGISTRATION
SGA has the responsibility for registering student organizations. Once registered
with SGA, a student organization has access to a wide variety of resources and
services:
- A mailbox in the Campus Activities
Office to receive mail
- Meeting space as scheduled through
the University Scheduler (x4225)
- Funding for projects and activities
through the SGA's Budget and Finance Committee
- Tables in the lower level of
the Campus Center as scheduled through the University Scheduler (x4225)
Contact the Campus Center office for
specific information and to obtain the appropriate forms.
The previous lists are by no means complete. Please come by the Campus Center
office for more information and assistance on what is available to registered
organizations.
[ Back to Top ]
The Constitution of an organization
contains the fundamental principles which govern its operation. The By-Laws establish
the specific rules of guidance by which the group is to function. All but the
most informal groups should have their basic structure and methods of operation
in writing.
Why have a Constitution?
By definition an organization is a "body of persons organized for some specific
purpose, as a club, union, or society." The process of writing a constitution
will serve to clarify your purpose, delineate your basic structure and provide
the cornerstone for building an effective group. It will also allow members and
potential members to have a better understanding of what the organization is all
about and how it functions. If you keep in mind the value of having a written
document that clearly describes the basic framework of your organization, the
drafting of the Constitution will be a much easier and more rewarding experience.
What should be covered by a Constitution?
The following is an outline of the standard information to be included in a Constitution.
The objective is to draft a document that covers these topics in a simple, clear
and concise manner.
Article I The name of the organization
Article II Statement of purpose
Article III Membership
Article IV Elections
Article V Officers
Article VI Organization Structure
Article VII Meetings
Article VIII Finance
Article IX Faculty/Staff Advisor
Article X Amendments
Article XI Ratification of Constitution
**Please note that the above is a very basic outline to serve as a guideline.
A more detailed outline is availble in the Campus Center office.
Why have By-Laws?
The Constitution covers the fundamental principles but does not prescribe specific
procedures for operating your organization. By-Laws set forth in detail the procedures
your group must follow to conduct business in an orderly manner. They provide
further definition to the Articles of the Constitution and can be changed more
easily as the needs of the organization change.
What should be included in the By-Laws?
By-Laws must not contradict provisions in the Constitution. They generally contain
specific information on the following topics:
- Membership (selection requirements,
resignations, expulsion, rights and duties)
- Dues (amount and collection procedures,
any special fees, when payable)
- Duties of Officers (powers, responsibilities,
specific job descriptions, procedures for filling unexpired terms of office,
removal from office)
- Executive Board (structure, composition,
powers)
- Committees (standing, special,
how formed, chairpersons, meetings, powers, duties)
- Order of Business (standard agenda
for conducting meetings)
- Parliamentary Authority (provisions
for rules of order, generally Roberts Rules of Order -
Newly Revised)
- Amendment Procedures (means of
proposals, notice required, voting requirements)
- Other specific policies and procedures
unique to your organization necessary for its operation
Once we've got them - what do we do
with them?
Remember the reasons for having a Constitution and By-Laws. They articulate the
purpose of your organization and spell out the procedures to be followed for its
orderly functioning. Constitutions usually require a 2/3 vote of the membership
for adoption. By-Laws only require a simple majority for passage. Once you have
developed your Constitution and By- Laws review them often. The needs of your
group will change over time and it is important that the Constitution and By-Laws
are kept up to date to reflect the current state of affairs.
Make sure every new member of the organization has a copy of them. This will help
to unify your members by informing them about the opportunities that exist for
participation and the procedures they should follow to be an active, contributing
member. A thorough study of the Constitution and By-Laws should be a part of officer
training and transition.
[ Back to Top ]
Being a secretary for your organization is not a job to take lightly. The following
criteria are important when considering who will best fill this role:
- Is this person reliable; does
s/he keep appointments?
- Is this person well organized;
does s/he complete tasks in a timely way?
- Is this person a good listener;
is s/he able to be objective, not to make his/her own interpretations, and
hear both sides of an issue?
- Is this person on top of what
is going on; is s/he able to appropriately weed out the trivial information
and record the important facts for the record?
As you can see, the role of a secretary
is more than "just taking minutes." He or she is, in effect, the historian. What
s/he records will be referred to by current members as a reminder of finished
and unfinished business, what needs follow-up, and what actions were taken. It
will also be kept for future members to read to gain an understanding of where
the organization has been and why. Many organizations make it the secretary's
responsibility to notify the membership about upcoming meetings - time, date,
location - as well as any important items to be discussed.
The secretary should be present at all meetings. If s/he is unable to attend,
a substitute person, preferably with the characteristics defined earlier, needs
to be appointed. It is also helpful for the secretary to prepare him/herself before
each meeting. S/he should be sure to read the minutes of previous meetings, paying
attention to style and format and review the agenda and any attached documents.
If the organization has agreed upon a standard format for minutes, s/he can use
a standardized form and fill in discussions, etc. as they occur.
If your organization has a structure that includes committees, be they ad hoc
or standing, there always needs to be a secretary present to accurately record
what transpired. It is not necessary to take down everything unless someone requests
that their remarks be entered for the record. It is necessary, however, to take
complete notes. Motions and resolutions do need to be taken verbatim and should
be read back during the meeting to make sure they have been accurately recorded.
There are several ways to take meeting minutes and each organization needs to
choose the most appropriate method for them. A practical option is to record a
summary of debates, agreements and disagreements with a succinct explanation of
the character of each. The second method is to take action minutes when decisions
are reached and responsibilities are assigned. In either of these cases, make
note of the following:
- The names of the people proposing
any action, stating an option or making a motion
- Take down word-for-word any motions,
resolutions, amendments, decisions or conclusions
- Who seconded the motion
- Whether or not a motion was withdrawn
- What assignments were made and
to whom
It is often helpful for both minute
taking and for those attending the meeting if either the chair or the secretary
summarize decisions that are reached. The summarizer should be most careful in
clarifying those points of greatest controversy.
It is the secretary's responsibility to signal the president/chair and ask questions
regarding the subject being discussed if s/he becomes lost or unsure. A secretary
should not wait until the meeting has been adjourned to get clarification; individuals
can lose their perspective, issues can become less important, and one's memory
can alter what actually occurred.
Immediately after the meeting, the secretary must go over the notes while everything
is still fresh. S/he should check their notes for the following information:
- Type of meeting (executive, standing
committee, etc.)
- Date, time and place
- List of attendees and those absent
- Time of call to order
- Approval and/or amendments to
previous meeting minutes
- Record of reports from standing
and special committees
- General matters
- Record of proposals, resolutions,
motions, seconding, any final disposition, and a summary of the discussion;
also record of vote
- Time of adjournment
- Nomination of submission and
transcriber's name
Once the minutes have been transcribed
into draft form, they should be submitted to the chair for review and/or correction.
Finally, once they are returned, they need to be prepared in a formal form, preferably
agreed upon beforehand, for final approval at the next meeting. These minutes
should be sent out to all members within 3 or 4 days of the meeting. This allows
members time to read the minutes for accuracy before the next meeting and while
the previous meeting is still fresh in their minds.
[ Back to Top ]
Do you dread attending meetings because they are dull, unproductive, disorganized
and too long? With proper planning and preparation, any meeting can be effective
and enjoyable.
Meetings have several functions. They give members a chance to discuss and evaluate
goals and objectives, keep updated on current events, provide a chance to communicate
and keep the group cohesive. But, most of all, meetings allow groups to pull resources
together for decision making. If the facilitator starts with a careful plan and
finishes with a thorough follow-up, the meeting will "run itself." The following
are some tips to help make your next meeting successful, production, and even
fun.
BEFORE THE MEETING
Define the purpose of the meeting. If you can't come up with a purpose, don't
have a meeting!
Develop an agenda with the officers and advisor. Below is a sample agenda:
- Call
to Order
- Approval of Agenda
- Correction and Approval of Minutes
- Announcements
- Treasurer's Report
- Committee Reports
- Unfinished Business
- New Business
- Special Issues
- Adjournment
Distribute the agenda and circulate background material, lengthy documents or
articles, prior to the meeting so members will be prepared and feel involved and
up-to-date.
Choose an appropriate meeting time. Set a time limit and stick to it, if possible.
Remember, members have other commitments. They will be more likely to attend meetings
if you make them productive, predictable and as short as possible.
If possible, arrange the room so that members face each other, i.e., a circle
or semi-circle. For large groups, try U-shaped rows. A leader has better control
when s/he is centrally located.
Choose a location suitable to your group's size. Small rooms with too many people
get stuffy and create tension. A larger room is more comfortable and encourages
individual expression.
Use visual aids for interest e.g., posters, diagrams, etc. Post a large agenda
up front for members to refer to.
Vary meeting places if possible to accommodate different members. Be sure everyone
knows where and when the next meeting will be held.
DURING THE MEETING
- Greet members and make them feel
welcome, even late ones when appropriate.
- If possible, serve light refreshments.
They are good ice breakers and make your members feel special and comfortable.
- Start on time. End on time.
- Review the agenda and set priorities
for the meeting.
- Stick to the agenda.
- Encourage group discussion to
get all points of view and ideas. You will have better quality decisions as
well as highly motivated members. They will feel that attending meetings is
worth their while.
- Encourage feedback. Ideas, activities
and commitment to the organization improve when members see their impact in
the decision-making process.
- Keep conversation focused on the
topic. Feel free to ask for only constructive and non-repetitive comments.
Tactfully end discussions when they are getting nowhere or becoming destructive
or unproductive.
- Keep minutes of the meeting for
future reference in case a question or problem arises.
- Leader, be a role model by listening,
showing interest, appreciation and confidence in members. Admit mistakes.
- Summarize agreements reached
and end the meeting on a unifying or positive note. For example, have members
volunteer thoughts of things they feel are good or successful, reciting a
group's creed, or a good of the order.
- Set a date, time and place for
the next meeting.
AFTER THE MEETING
- Write up and distribute minutes
within 3 or 4 days. Quick action reinforces importance of meeting and reduces
error of memory.
- Discuss any problems during the
meeting with other officers; come up with ways improvements can be made.
- Follow up on delegation decisions.
See that all members understand and carry out their responsibilities.
- Give recognition and appreciation
to excellent and timely progress.
- Put unfinished business on the
agenda for the next meeting.
- Conduct a periodic evaluation
of the meetings. Weak areas can be analyzed and improved for more productive
meetings. Below is a sample meeting evaluation checklist.
MEETING EVALUATION CHECKLIST
Check one: Poor Okay Good Great
- The meeting was well planned.
- Members were notified in advance
- There was a pre-arranged agenda
- Officers and committees were
ready to report
- The meeting room was pre-arranged
- The Meeting was well organized.
- The meeting started on time
- Guests were introduced and welcomed
- Agendas were available for all
members
- The purposes for the meeting
were made clear
- There was a transition from the
last meeting
- One topic was discussed at a
time
- One person had the floor at a
time
- Discussion was relevant
- The chairperson summarized the
main points of the discussion
- The meeting moved along at a
workable pace
- Committee assignments were complete
and clear
- Plans for the next meeting were
announced
- All that was planned for the
meeting was covered
- Participation in the meeting.
- Members participated in discussion
and voting
- The chairperson made good use
of questions
- The pros and cons of all issues
were considered
- Members gave suggestions to committees
- Responsibilities were evenly
distributed
- Members participated in planning
the agenda for the next meeting
- The value of the meeting.
- Progress was made towards goals
- Something was learned
- Attitude of the meeting.
- Attendance was good
- Everyone was present on time
- The members knew one another
- There was a "warm-up" period
before the meeting
- There was some humor during the
meeting
- Members and officers helped one
another when needed
- There was an atmosphere of free
expression
[ Back to Top ]
FIVE BASIC PRINCIPLES
OF PARLIMENTARY PROCEDURE
- Only one subject may claim the
attention of the assembly at one time.
- Each proposition presented for
consideration is entitled to full and free debate.
- Every member has rights equal
to every other member.
- The will of the majority must
be carried out, and the rights of the minority must be preserved.
- The personality and desires of
each member should be merged into the larger unit of the organization.
DEVELOPING AN AGENDA OR ORDER
OF BUSINESS
It is customary for every group to adopt a standar order of business for meetings.
When no rule has been adopted, the following is the order.
- Call to order
- Reading and approval of minutes
- Reports from officers and standing committes
- Unfinished business
- New business
- Program
- Adjournment
MOTIONS
The proper way for an individual to propose that the group take a certain action
is by "making a motion". The following is the process for handling a motion:
- A member rises and addresses the
presiding officer for recognition
- The member is recognized
- The member proposes a motion
- Another member must second the
motion
- The presiding officer states
the motion to the assembly
- The assembly can now discuss
or debate the motion. Only one person at a time may speak. They must first
be recognized by the presiding officer.
- The presiding officer takes the
vote on the motion. Voting can be done by voice, show of hands, or balloting.
- The presiding officer announces
the result of the vote.
- The floor is now open and another
motion can be proposed.
When discussing the motion, preference
should be given to:
- The person who proposed the motion
- A member who has not yet spoken
to the motion
- A member who seldom speaks to
one who frequently addresses the assembly
- The presiding officer should
try to alternate between those favoring and those opposing the motion.
Discussion must be confined to the question
that is "before the house".
AMENDING A MOTION
The purpose of the motion to ammend is to modify that has already been presented
in such a mannor that it will be more satisfactory to the members.
Methods of amending:
- By addition or insertion-- to
add something to the motion which it did not contain.
- By elimination or by striking
out-- to subtract or eliminate something from a motion that was origionally
part of it.
- By substitution-- this method
is a combination of the first two methods, since in amending by substitution
something is stricken, and something is inserted in its place. The substitution
portion may consist of a word, a phrase, a clause, or an entirely new motion.
The most important principle to understand
in connection with any form of the motion to amend is that an amendment "MAY BE
HOSTILE, BUT IT MUST BE GERMAINE".
- By hostile is meant opposed to
the spirit and aim of the motion to which it is applied.
- By germaine is meant having direct
bearing upon the subject of the motion, that is, relevant or relating to it.
An amendment may be opposed to the actual
intent of the origional motion and, in fact, nullify it, but if it relates to
the same subject matter, it is germane.
TYPES OF AMENDMENTS
- Amendment of the First Rank -- an amendment to a motion
- Amendment of the Second Rank -- and amendment to the amendment.
(The amendment to the amendment must modify and relate directly to the amendment
and NOT to the mainmotion, otherwise it is OUT OF ORDER).
No amendment beyond that of the Second Rank is possible. It is never in order
to propose more than one amendment of each rank at one time. If one desires to
amend two separate and unrelated parts of a motion, this must be done by two amendments
of the first rank, and one must be voted upon before the other is proposed. It
is possible, however, to have a motion, one amendment to the motion (amendment
of the first rank), and one amendment to the amendment (amendment of the second
rank) before the assembly at once. Until the amendment of the second rank has
been voted upon, no other amendment of the first rank can be proposed.
ORDER OF VOTING ON AMENDMENTS
- Amendments are voted upon in inverse order; that is, the one of second rank
is disposed of first.
- Discussion is held and the vote taken upon the amendment to the amendment
(amendment of the second rank).
- Discussion is called for and the vote is taken upon the amendment to the
motion (amendment of first rank).
- When the vote on this has been
taken, discussion upon the origional or main motion as amended is opened and
when completed a vote is taken upon it.
Parlimentary Procedures at a Glance
| TO DO THIS: |
YOU SAY THIS: |
MAY YOU INTERRUPT
THE SPEAKER? |
MUST YOU BE SECONDED? |
IS THE MOTION
DEBATABLE? |
IS THE MOTION
AMMENDABLE |
WHAT VOTE IS REQUIRED? |
| Adjourn the meeting |
"I move that we adjourn" |
No |
Yes |
No |
No |
Majority |
| Recess the Meeting |
"I move that we recess until..." |
No |
Yes |
No |
Yes |
Majority |
| Complain about noise, room
temp, etc. |
"point of privlege" |
Yes |
No |
No |
No |
None, Chair Decides |
| End Debate |
"I move the previous question" |
No |
Yes |
No |
No |
2/3 Vote Required |
| Postpone consideration of
something |
"I move we postpone this
matter until..." |
No |
Yes |
Yes |
Yes |
Majority |
| Have something studied further |
"I move we refer this matter
to a committee" |
No |
Yes |
Yes |
Yes |
Majority |
| Amend a motion |
"I move that this motion
be amended by..." |
No |
Yes |
Yes |
Yes |
Majority |
| Introduce Business (a primary
motion) |
"I move that..." |
No |
Yes |
Yes |
Yes |
Majority |
| Object to procedure or to
a personal affront |
"Point of order" |
Yes |
No |
No |
No |
None, Chair Decides |
| Request Information |
"Point of Info." |
Yes, if urgent |
No |
No |
No |
None |
| Ask for a vote by actual
count to verify a voice vote |
"I call for a division of
the house" |
No |
No |
No |
No |
None, Unless someone objects |
| Object to considering some
undiplomatic or improper matter |
"I object to consideration
of this question" |
Yes |
No |
No |
No |
2/3 Vote Required |
| Take up a matter previously
tabled |
"I move we take from the
table..." |
No |
Yes |
No |
No |
Majority |
| Reconsider something already
disposed of |
"I move we now (or later)
reconsider our action reletive to..." |
Yes |
Yes |
Yes, if origional motion
is debatable |
No |
Majority |
| Consider something out of
its scheduled order |
"I move we suspend the rules
and consider..." |
No |
Yes |
No |
No |
2/3 Vote Required |
| Vote on a ruling by the
chair |
"I appeal the chair's decision" |
Yes |
Yes |
Yes |
No |
Majority |
- The first 8 motions or points
are listed in established order of precedence. When any one of them is pending,
you may not introduce another that is listed below it, but you introduce another
that is above it. The next 8 motions, points, and proposals have no established
order of precedence. Any of them may be introduced at any time-- except when
the meeting is considering one of the top three matters (motion to adjourn,
motion to recess, point of privilege).
- In the case of noise, temperature
complaints, any resulting motion is debatable.
- When a division of the house
is called for, they must be called for before another motion is started. If
someone objects, the majority vote is required.
Effective Committees
For many the word "committee" has a negetive connotation. It conjures up images
of:
- People sitting around not
knowing what to do. (A waste of time; unclear goals; lack of focus).
- One or two individuals or
aclique dominating the discussion and doing whatever they want (poor leadership;
hidden agenda; motivation by self-interest).
- The work never getting done
or when it finally does and the committee reaches a conclusion nothing
comes of it. (Lack of follow-through on assignments; inconsistant commitment;
no action taken; leadership unresponsive to the committee).
If the above seems all too familiar
then this section will help you turn your committee into a productive group.
Let's look at the positive aspects of committees. Most are formed to resolve
a problem or plan a program or event. They do the majority of the organization's
work, thereby relieving the bust leadership of many details and activities.
Their smaller size makes it easier to convene at a convienent time and to
handle complex or controversial subjects. Their structure is usually more
informal than the organization's and provides more opportunity for the individual
members to fully participate. Because most committees have "hand-picked" members
chosen for their skills and interests, the members are likely to be sincerely
interested in their task and have had access to a wide range of contacts and
resources to accomplish their goals. They are able to capitalize on the previous
experiences and training of a more representative sample of the organization.
Finally, committees can provide a superb training ground for emergin leaders.
SELECTING COMMITTEE MEMBERS
In order to come up with the best possible solution, it is important that
the committee consist of a representative group of people. Choose committee
members to represent different points of view and concerns. Try to have a
mix of new and old people. This allows for new ideas and input at the same
time providing leadership. Some things to consider:
- Who has interest in the purpose
of this committee?
- Who has the knowledge and
skills and/or access to information and resources needed by this committee?
- Are there people who will
be compatible and work well together?
- Are there members that could
become more committed and involved in theorganization by being appointed
to this committee?
ORGANIZING A COMMITTEE
When forming a new committee it is important to carefully consider both its
structure and membership. As the organization's leader, be very clear about
the committee's purpose, l imitations, and jurisdiction. To ensure that the
members have accurately understood the committee's intentions, ask them to
define their purpose using their own words. Next, have them determine how
much time and committment each can give. Select a meeting time and length
and stick to it.
For a committee to function successfully, it is important that all members
feel that they can openly and honestly express themselves. If this atmosphere
is not created, the committee will not be operating at capacity and its problem
solving will be inadequate. To create a positive enironment and f acilitate
production interaction among members, it is often helpful to spend time identifying
everyone's concerns.
Ask the member for their perceptions of the group's problems and needs. Then
as a group, form a plan of action that adheres to your goals and objectives.
A helpful problem-solving process is to:
- See the difficulty
- Recognize and then define
the problem at hand
- Consider all possible solutions
- Gather all the information
being sure to get help from additional people and resources when appropriate.
- Select and prove the solution
Groups also need to have general
operating procedures. Defining roles and selecting a good chairperson helps
to guarantee that you will be sucessful and reduces ambiguity. Be sure to
include guidelines on how the committee will function and provisions for change
if the origional procedures prove to be dysfunctional or inappropriate. When
setting these guidelines, keep the following in mind:
- How will meetings be run,
i.e., norms, procedures?
- What will be the decision-making
process, i.e., majority vote, consensus?
- Will members work as a group
or as individuals?
- How can you ensure that members
fully participate and discuss the issues at hand or raise their concerns,
i.e. formal proposals, open meetings, discussion time?
- When differences arise (and
they will!) how will they be solved?
- How will assignments be made
and who will do the delegating?
- What will be the process
for follow-up on obligations?
- How will changes be made
if you find that you're not producing results, i.e., evaluation processes?
AN EFFECTIVE COMMITTEE WILL:
- Understand its purpose and
effectively work towards its goals
- Have open communication among
members; participants will feel comfortable articulating their
- feelings, attitudes, and ideas
without redress
- Listen to both the majority
and minority points of view and then make decisions that are acceptable
to all the members, increasing committment
- Not be dominated by its leader
or any group members
- Strike a balance between
group productivity and the satisfaction of individual needs
- Establish and use a review
process for identifiny its problems and suggesting important appropriate
solutions
- Provide an opportunity for
members, many times from differing factions, to work cooperatively, give
opinions, collaborate on solutions, test the feasability of potential
solutions, and share the responsibility of working together as a unit.
[ Back to Top ]
