Managing Non Profit Organisations

Do you believe nonprofit managers have to pay more attention to stakeholders than business managers?

According to our text, “Not-for-profit organizations lack a residual ownership claim and the organization’s purpose is something other than to provide goods and services at a profit.” “Because significant resources are provided to governments and not-for-profit organizations, financial reporting by these organizations is important.” (Page 2).

Chapters seven through eleven in Begging for Change, by Robert Egger, have been thought provoking and insightful into the non-profit world. This half of the book focused less on DC Central kitchen and the specific challenges it has faced, but more on the idea of a non-profit and how changes should and could be made in the way non-profits are operated and thought of by the general public. The focus has been put on new ideas that need to be brought into the non-profit world and how innovation cannot be lost and left only to the for-profit companies. The big idea around the book has remained unchanged through this section in which Robert opens up the non-profit world to question everything, from the stereotypes to the priorities and shows some of the ugliness in non-profit work.

Their face are a new non -profit face a number of significant challenges if there are to survive and more importantly have significant impact. Much had been written about organization functioning in star-up years and we can use insights gleamed from this literature to help us understand these

The purpose of this paper is to apply the new public management model to the nonprofit agency, Hands Across the World. First, an overview of the new public management model is provided. Second, a brief description of the nonprofit organization, Hands Across the World is provided. Third, the new public management model is applied to Hands Across the World.

A private organisation is a Company run by an individual, partnership or shareholders. These companies are run for profits which are paid to either the owner/s in which case it is privately owned or its shareholders in which case the shareholders own the organisation. An example of these companies would be Local trade businesses, large commercial organisations and retail stores (Australian Institue of Company directors, 2011).

The book Charity Case, by Dan Pallotta, explores solutions to the problem many non-profits are encountering: a negative public perception in how these organizations allocate revenues. A sequel to Pallotta’s Uncharitable, a book bringing to light these problems, Charity Case furthers the discussion by offering solutions in how the non-profit sector can tackle these problems. This paper will first discuss one of the primary issues Charity Case aims to solve: legislative and public perceptions of overhead costs relative to program goals. Subsequently, this paper will then discuss the some of the solutions outlined by Pallotta and my takeaways and views of each.

R. Henry Migliore, Robert E. Stevens, David L. Loudon, and Stan Williamson wrote the book titled Strategic Planning for Not-for-Profit Organizations. In their book, Migliore et al. explain how nonprofit firms must use both strategy and planning to secure an advantage over the long-term. It should further be noted that “All Bible references in this paper come from the” New International “Version of the Bible, except where clearly noted by the student” (Skorupa 2010). Beginning with chapter one and extending through chapter seven, Migliore et al. discuss the operational design for enhancing the profitability and competitiveness of nonprofits. As a result, this paper will “summarize,” “analyze,” and “evaluate” the material presented by Migliore et al. (Newburgh Theological Seminary & College of the Bible 2016, 1). Making this type of an examination should enhance the knowledge of both the business and academic communities.

Profit and Non-profits organizations share the common goal of creating a product that will ultimately generate a surplus. The uses of the surplus are where the two organizations differ. Non-profits organizations take their surplus revenues to further achieve their purpose or mission often aligned with some social challenge. Profit organizations take their surplus and distribute it to the organizations shareholder’s as profit or dividends. In order to be successful, profit and non-profit organizations need have a strong marketing and public relations plan to ensure their organization is competitive and relevant to the consumer not only today but in the future as well.

However, it is interesting that you believe non-profit managers do not need to pay more attention to stakeholders than business managers do. It is true that non-profit organizations are not organized for the sole purpose of making money, but non-profit organizations are still required to pay employee salaries and other business expenses. In other words, non-profits are still accountable to their respective stakeholders. Marshall and Woodward (2004) postulate that, "It would also be reasonable to speculate that the number of stakeholders that a non-profit organization must take into account is greater than for-profit organizations" (p. 101). Your statement that non-profits should be managed in a way which places ethics or the needs of others ahead of a profit is correct. However, non-profit managers must find a balance between the needs of others and the organization's need for positive cash flow. Many non-profits would not exist without the support of their stakeholders. Non-profits need to pay as much attention to their stakeholders as for-profit businesses

Not for profit entities receive less recognition than they should; they do so much and are underrated. This research paper will discuss high points as well as low points as to the impacts of Not for profit entities. Numbers prove that not for profit has a strong standing on the economy in many aspects. But this all starts with a mission and purpose reflecting throughout the organization.

Not-for-profit associations are associations that are formed to pursue some purpose other than to seek financial gain for the organisation’s individual members. Such associations may elect to incorporate as a company limited by guarantee under the Corporations Act 2001 (Cth). As not-for-profit entities are predominantly funded by public donation it is fundamental for their activities to exemplify transparency. Furthermore, their administrative burden needs to be limited so the association can focus its resources on pursuing the organisation’s activities.

A non-profit organization cannot be effectively managed if it is not effectively planned. One of the challenges facing non-profit organizations has been long range, strategic planning. Long range, strategic planning in the non-profit sector is essential to the success of an organization. Long range, strategic planning encompasses broad policy and direction setting, internal and external assessments, attention to key stakeholders, the identification of key issues, development of strategies to deal with each issue, decision making, action and the continuous monitoring of results. (Herman, The Jossey-Bass Handbook of Nonprofit Leadership and Management, 154) While it is important to deal with the short term planning and activities of non-profits, managers or directors must consider the future of their organizations. Successful planning should be comprehensive, integrating all areas of responsibility of an organization.

Non-profit organizations do not belong to the commercial sector or the public sector, but occupy an intermediate position. It gives

“Sustainable change requires the fire of a ‘burning ambition’” (Fuda and Badham, 2009). This ambition to promote impactful social change defines these non-profits from their inception. In the strategic change cycle, organizations first must agree upon the instigation of the strategic planning process.