...Discussion on Strategies of Internal Leadership in Chinese Non-Profit Organizations(NPOs) By Larkisha Danish BUS 510 Grants Management and Proposal Strayer University Thousands Oaks Memphis, TN Wei Li,(2011). Discussion on Strategies of Internal Leadership in Chinese Non-Profit Organizations (NOPs). Asian Social Science, Vol 7, No. 12 December 2011 pg.201 The name of the article examined in this review is “Discussion on Strategies of Internal Leadership in Chinese Non-Profit Organizations”. This article discusses, to some extent, the strategies of Chinese non-profit organizations in three aspects: the attribute of Chinese non-profit organizations and definition to the research subject, inadaptation of the traditional organization and leadership style to internal leadership within the non-profit organizations, and discussion on internal leadership strategies in Chinese non-profit organization. The attribute of Chinese non-profit organizations and definition to the research subject. The author believe that the organization should include two areas of content. One, he states that the non-profit organizations should have some type of organizational and public benefit features. Two, he also stated that an organization must have a definite mission. Mission is the premise for non-profit organizations to survive and is also the internal support of their non-profit feature and basic source power for development of non-profit organizations(Wei Li, 2011). Inadaptation...
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...Resources Management by Kunle Akingbola, who has attributed much to the knowledge of human resources among nonprofit organizations (NPOs). This article helps one understand the need for proper management within NPOs thus providing a proper structure within an organization. Researching the Strategic Nonprofit Human Resources Management (SNHRM) model and the prescribed strategies gives an NPO a plan to address the gap in what could be and reality. The following types of information will be gathered from the article: Understanding...
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...Corporate Governance Reforms Relevant to NPOs 3 2. Audit Committees of NPOs 4 SECTION II: RISK MANAGEMENT 6 1. Absence of Risk Management in NPO 6 2. Reasons for Risk Management in NPO 7 3. Process of Risk Management in NPO 9 SECTION III: INTERNAL CONTROLS 10 1. An illustrative example 10 2. Good Internal Controls 11 3. Strengthening Internal Controls 12 CONCLUSION 14 ABSTRACT: This paper discusses internal auditing in not-for-profit organizations (NPOs). Specifically, our goal is to identify the role of the internal audit in NPOs by focusing on key areas such as corporate governance, audit committees, risk management and internal controls in NPOs. We will look at corporate governance reforms relevant to NPOs, including provisions of the Sarbanes-Oxley Act that would be applicable to NPOs and some important attributes of the audit committee such as independence of members. We will highlight the role risk assessment plays in NPOs, the reasons to have a risk management function in NPO and the process of risk management. To finish, a focus will be made on internal controls as they are important for all organizations including NPOs for accountability motives. Strong internal controls can help NPOs achieve their mission. Overall, our findings conducted to the conclusion that internal auditing function is very important for NPOs but its application should be carefully studied by taking into account the size and the activities of the NPO. INTRODUCTION With all the headlines...
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...lack thereof (McDonald). Most non-profit organizations (NPO) are programs that cater to the community or serve people in order to improve the quality of life or are seeking social change. By being socially responsible of others nonprofits are breaking down barriers to build a better global community. Non-profits exist in almost every industry or line of work. Some popular ones are women’s rights, animal rights, environment awareness, health, and community development. When there is a cause and a group of people willing to work for it, a non-profit organization can be formed. They range in size, from a small local organization of just a few members, to nationally recognized organizations with several locations domestic and international. Non-profits are known for having unique cultures compared to for-profit and government organizations because there is some form of moral compass driving the purpose of the NPO versus the sole purpose to make money. Culture in the workplace is essential to the success of nonprofits because it lays the foundation for the direction of the organization based on similar beliefs and values and it is the determinant of the behavior or actions of the people within the workplace. Culture is separated into material and nonmaterial elements. Material culture is the physical tools and equipment needed for the organization to function. An example of how they differ across the board is an environmental NPO, most likely if they are fighting for the preservation...
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...homeless issues in Madison. As an active member of the homelessness project, I had the privilege to work with motivated and innovative senior students who mentored me about entrepreneurship, and helped me network with local non-profit organizations (NPOs). Through Enactus, I have developed a strong belief that students, regardless of age, race and sex, can create a positive impact in a bigger community. Nevertheless, I also recognized some major flaws in the homelessness project, such as not having a clear mission, not having a specialized team to tackle specific problems, and not having real life experience about homelessness. The project soon delayed, and members started to leave the group. During this setback, I stayed with the club. More importantly, I encouraged other members to think positively and seek solutions. Consequently, I fostered the team connection as well as raised their spirits. After careful thought, the team developed a plan to impact the homeless indirectly through...
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...Financial Management for NPO I. Introduction “Ten years ago, management was still a dirty word for those involved in nonprofit organizations. Nonprofits prided themselves on being free of the taint of commercialism and above such sordid considerations as the bottom line… Today, nonprofit organizations have learned that they need management and leadership even more than business does…” (Montana and Petit, 2009) The years when “management” was a prohibited word in nonprofit organizations are long gone. Nowadays, nonprofit leaders are starting to realize what an essential role financial management plays in NPOs. Moreover, as the number of nonprofit organizations around the world keeps rising, more nonprofit leaders and managers have aimed to develop their skills in financial management. As a matter of fact, the nonprofit sector is one of the fastest-growing sectors around the world: just in the United States there are 1.5 million nonprofit organizations and growing, employing one in 10 American employees. In this paper, we will look at: 1) the financial management process, 2) the importance of financial management for nonprofit organizations, 3) financial management for nonprofits organizations. II. What is Financial Management? One of the most accepted definitions of financial management was given by Kuchal, stating that “Financial Management deals with procurement of funds and their effective utilization in the business” (as cited in Paramasivan & Subramanian...
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...as the core of business behaviors. Any type of organization can become a not-for-profit organization, but why? Why compete with for-profit businesses or go through the hassle of becoming established with the IRS? Not-for-profit organizations continue to show growth in its market of the US economy, equaling or even rivaling with their for-profit counter parts. How Does Establishing Not-For-Profit (501c(3)) Status Benefit the Marketability of An Organization? A Review of the Literature Not-for-profit organizations (NPO’s) serve a very important role in society and thus, are often given a special status. The Internal Revenue Service (IRS) is very selective when granting Section 501 status. Any organization can establish itself as a NPO, as long as it meets the metrics laid out by the IRS. The Section 501 status grants tax-exempt status within 24 different categories of organizations. (Andreasen & Kotler, 2008) 1. Are Not-For-Profit Organization Business Savvy? 2. What are the perceptions of Not-For-Profit Organizations? 3. How do Not-For-Profit’s differ from For-Profit Organizations? 4. Why become a Not-For-Profit Organization? This review of the literature on Not-for-profit organizations marketability focuses on these four questions. Are Not-For-Profit Organization Business Savvy? NPO’s provide goods and services that contribute to the common good of society. While these goods and services may be charitable, educational, or religious in nature...
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...Pharex Corporation assumed the distribution of the company’s products. In the 1980s, the company made Metro Drug Crop. as product distributor and officially appointed Pharex health Corp as the marketing arm of Pascual Corp’s generic products. It also formed the Consumer Products Division to market personal hygiene and vitamin products. In the 1990s, it went into intensive marketing for consumer health products using media advertising and product endorsers, a major change initiative that started tremendous sales growth. In 1995, it ventured into native Philippine herbal medicinal products and established Altermed Corporation. In 2000-05, the company modernized and expanded the plants in Bulacan and it gained the ISO 9001:2000 (quality management systems) certification. Pharex...
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...5 Performance measurement Nonprofit organizations need to view revenue as a resource needed to achieve their missions. Obviously, revenues must exceed expenses over the long-term or an NPO will not survive. —Glenn Rowe Key Topics: balanced score card, customer feedback, competitive comparison, strategic objectives, blue ocean strategy W hat makes an organization “good” at what it does? Or, as Jim Collins (2001) would ask, “What makes an organization great?” Most would acknowledge that accountability, effectiveness, and achievement of desired performance outcomes are minimal requirements for any organization’s success. These requirements demand a measurement system relative to an organization’s mission, vision, values, and strategic plan. This chapter discusses methods for establishing such systems. In doing so, we echo Worth’s (2012) concern that “nonprofit managers must be committed to performance measurement but should not become overly focused on it to the detriment of delivering their mission’s programs” (p. 157). Performance measurement Process Before engaging in performance measurement, it is vital to understand the level and scope of the process. Measurement can be conducted for effectiveness or performance at the program/project or organizational level. Effectiveness relates to achieving the mission, while performance is a broader concept that considers financial results and other variables related to the overall organization. Once the scope and level of...
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...involving a number of steps that identify the current status of the association, including its mission, vision for the future, operating values, needs (strengths, weaknesses, opportunities, and threats), goals, prioritized actions and strategies, action plans, and moni- toring plans. Strategic planning is the cornerstone of every common-interest community. Without strategic planning, the community will never know where it is going—much less know if it ever got there. An important concept of strategic planning is an understanding that in order for the community to flourish, everyone needs to work to ensure the team’s goals are met. Team members include all association homeowners, the board of direc- tors, professional management—whether onsite or through a management company— and various service professionals such as accountants and reserve professionals. This team needs to work as a collective body to be successful. Part of the team concept is the establishment of roles for the team players. Teams usually perform poorly if everyone or no one is trying to be the quarterback. Strategic planning is a relatively new genre of planning, adapted from primarily two sources. Business schools have equipped leaders with institutional planning processes, which were developed from decision making and production control. Community planning schools have prepared planning staffs with models of social planning and physical land-use planning. The business model is more often tailored for a...
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...vorliegenden Dissertation, ohne damit zu den darin ausgesprochenen Anschauungen Stellung zu nehmen. St. Gallen, den 17. November 2005 Der Rektor: Prof. Erst Mohr, PhD Vorwort Als die vorliegende Arbeit ihren Anfang nahm, war das Ziel klar abgesteckt: Die umfangreichen Erfahrungen des Autors im Bereich des erfolgreichen Managements von Kundenbeziehungen auf nicht profitorientierte Organisationen anzuwenden. Bereits im Rahmen der ersten Recherchen kamen allerdings Zweifel auf – fand sich doch schnell eine Vielzahl von Quellen, die sich mit unterschiedlichen Aspekten des Marketing von NPO befassen, darunter auch einige umfassende Werke zum Thema Kundenbindung. Das Ziel, einen neuen und auch einigermaßen nutzbringenden Beitrag zu leisten, wäre in diesem Kontext nur zu verfehlen gewesen. Ebenfalls verfügbar ist zahlreiche Literatur zur Organisation und zum Management von NPO. Was hingegen überraschte, war das fast vollständige Fehlen von Publikationen, die sich ganzheitlich mit der strategischen Ausrichtung derartiger Organisationen befassen. Dies haben auch in den im Laufe dieses Projektes durchgeführten Interviews mit verschiedenen NPOs in Deutschland und der Schweiz bestätigt. Angesichts der Tatsache, daß sich diese zunehmend mit strategischen Fragen auseinandersetzen müssen, besteht hier...
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...The National Kidney Foundation (NKF) started off as a charity organization publicly funded to provide affordable dialysis treatment to kidney failure patients. 1. Stakeholders: Their interests and rights 1.2 Due to the nature of NKF as a charity organization, its primary stakeholders are its donors which NKF rely primarily on to finance its operations. Hence, donors wield significant power as they are the major financial lifeline of the organization. The interest of the donors would be mostly the well-being of its beneficiaries as cited by 61% of donors. 1.3 Patients are the stakeholders too as they are the beneficiaries. Their interest would be the amount of subsidy received for their treatment. Misallocation of funds would decrease the amount of subsidy funds available to them. 1.4 Staffs in the organization are also major stakeholders as they have direct control over the donations and hence, the responsibility to safeguard the assets. Personal remuneration packages are of most interest to them. 1.5 Although NKF is privately-run, the Government is stakeholder in this issue too as they are law-makers and are seen as legal watchdogs. Government agencies involved however failed to detect the problem. For example, MOH renewed NKF’s Institutions of a Public Character (IPC) status in 2002 despite concerns on inaccuracies of figures stated. It does not help too when their patron happened to be Mrs Goh Chok Tong. . 2. Issues 2.2 Various issues have emerged as it...
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...1. SOUTH AFRICA: NATIONALISATION AND THE MINING SECTOR As of late, the political atmosphere has been clouded with varying judgements on the great issue of whether South African mines should be nationalised or not. The camp in favour of nationalisation, Former President of ANC Youth League, Julius Malema echoes the words of the Freedom Charter in that “The National Wealth of our country… the mineral wealth beneath the soil, the banks and the monopoly industry shall be transferred to the ownership of the people as a whole”. The camp not in favour sees this vision in a different light. Nonetheless, this essay investigates the feasibility of nationalising the country’s mining sector from both a theoretical and empirical stand point. 2. WHERE IT’S ALL STARTED Nationalisation of mines has been called for in order to give back to the country as the government will have direct control over the sector. This, they believe, will present more employment opportunities, better working conditions for miners, a more efficient distribution of income and overall improvement in service delivery. Julius Malema (the main instigator behind the call for nationalisation), proposes that the state take a controlling share of 60% in all private mines, all which will be managed by a state owned mining firm (LeadershipOnline, n.d). According to Malema, nationalisation will achieve the following: ➢ Increase the State’s budget for social development objectives; ➢ Be a basis from which the...
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...Building an Ethical Organization Part 1 Kay Wehner HSM/230 July 13, 2014 Kimberly Cowburn Building an Ethical Organization Part 1 Who are we? As the director of MWDDD (Mid-West Division of the Developmentally Disabled), a mental health service that is focused on the developmentally disabled, the main strategy as the director of this organization is to design, implement, and improve the quality and outcomes for the mental health and the social services within the organization. First it is important for the organization to incorporate different activities in order to improve the effectiveness of the organization, which will entail producing organizational practices, as well as the tools needed in order to not only identify, but address the barriers within the organization such as the ineffectiveness of treatments for instance. Secondly, it sets the essential ground rules for organizational effectiveness in order to direct the improvement endeavors within the organization. Last but not least, the organization will shape and refine the different decision making, and problem solving efforts so as not to hamper the improvements within the organization. It is important that the organization be successful in creating an increase of positive organizational morale, cultures, and climates, while reducing turnover with staff, improving the mental and health services available for each individual, and putting into effect a practice that is evidence-based. Our purpose and clientele: ...
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...JACOB JOSE MOOLAN SUSHIL GUJAR RISHABH DHAMIJA DATE: July 11, 2014 INTERVIEW ASSIGNMENT GLOBAL HUMAN RESOURCE MANAGEMENT – HRM830 INTERVIEW ASSIGNMENT – HUMAN RESOURCE MANAGEMENT-JACOB-RISHABH-SUSHIL 1 Contents Introduction .................................................................................................................................... 2 Part One: Interview this person face to face or over the telephone to find out about their journey in the HR profession and current position. Ask about their education and previous HR experiences and any words of advice for newcomers to the profession. ...................................... 3 Part Two: Company history, tell me about the organization of the HR professional. Include the type of industry products or services they provide. Mention any challenges that the organization is facing. ..................................................................................................................... 5 Part Three: What is the role of HR in the organisation? What are some of the challenges facing HR? From your understanding of HR what would you recommend as a solution and why? ........ 7 Part Four: Reflect on this interview. What were some of the major learning points for you and why? Knowing the experiences of your interviewee what would you do differently and why and what do you hope to do the same? .............................................................................................. 10...
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