...NPO Leadership and Management Midterm Paper Leadership and Managerial Profile of a Not-for-Profit Compiled By: Faizan Irtiza Zubairi Student No. 201329030023 The NPO sector’s ability to provide its services has come under ever-increasing scrutiny with changes in public policy, important client demographic and psychographic shifts, new commercial initiatives, and growing competition from for-profit providers. Although the sector has reacted creatively in many cases, the increasingly complex dynamics is straining the skills and abilities of nonprofit leaders to meet such challenges. Whether in the profit or the nonprofit sector, all organizations fundamentally need strong leadership acumen to execute their strategy successfully. Therefore, ensuring a steady supply of leadership and management is vital. This is indeed a painstaking task since historically the science of management has always had a focus for commercial outcome! The world is increasingly interconnected and vibrant. Leadership sits in the middle of the mix – both initiating trends and reacting to them. While the NPO sector has access to an energetic, passionate, and creative pool of people and to new tools, there are also challenges that make it difficult for organizations and their leadership to thrive. William Ashby’s (1956) Law of Requisite Variety suggests that for organizations to effectively adapt and cope with a complex environment the variety of its internal order must match the variety of the environmental...
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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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...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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...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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...AMITY BUSINESS SCHOOL AMITY UNIVERSITY MARKET RESEARCH AND REPORT PREPARATION PROJECT- STARTING OF AN NGO SUBMITTED TO:- Ms. SONIA SINGH SUBMITTED BY:- RITU SHEKHAWAT ROLL NO.-108K03 A0101908415 RICHA CHAUDHARY ROLL NO.-108K23 A0101908045 STARTING an N.G.O. Even before you actually set up an NGO, you may simply not know where to start. A number of queries received at the NGO Cafe ask this question - where do I start? How do I know what to do? I am inspired, I want to do something, I want to help the poor... It’s not easy to get it right the first time. The first project, the first action, is fraught with problems you never anticipated. So, even before you start anything, be prepared: • Find an 'excuse': This is the spark, the initial reason for you to start along a path leading you to the setting up of an NGO. Many times it is a tragedy - such as a disastrous flood or a fire - that needs handling. Sometimes a more joyous event, such as a local festival, that brings the community into the streets to enjoy. Look at these initial trigger events as a learning experience, and as a means of building your network of friends and supporters. • Involve leaders: People and communities, in general, trust their leaders - not the political party types, but the 'real' leaders - the ones who do the actual work for the community, the ones who are active and care for the . Involve them at all stages of the project development and implementation, ask their permission...
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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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...staff tend to have greater rates of absenteeism and are more likely to seek other employment opportunities. Higher turnover adversely impacts on recruitment and selection expenses. It can also decrease cooperation and teamwork and increase distrust among staff. Turnover in an organisation is one of the most critical issues the management has to face, especially when the business is heavily reliant on human resources (Fidalgo and Borges Gouveia, 2012). This is a big issue for most NPOs not only in terms of cost, time and effort, but also in relation to the NPO’s effectiveness (Lynn, 2003). To run successfully and plan effectively for the future, most non-profit organisations rely on their volunteers for their organisations to survive and this puts pressure on management to have an effective volunteer recruitment and retention policy (Phillips and Phillips, 2010). Grossman and Furano (2002) identify crucial elements for the success of a volunteer programme in NOPs as: screening potential volunteers to ensure appropriate entry and placement in the organisation; orientation and training to provide volunteers with the skills and attitude needed; the management and continuous support of volunteers by paid staff to ensure that volunteer time is not wasted. Hager and Brudney (2004) state that investing in recognising staff, providing training and professional development, can help charities to increase their staff retention. In addition, the screening and matching of staff to organisational...
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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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...NPO-watch—Iran Reports from NIPO 11th anniversary celebration productivity; Mr. Reza Ashraf Semnani, Vice Chairman, Planning, Development and Technology Department, Ministry of Industry and Mines: productivity in industry and mines and national productivity; and NIPO Supervision and Planning Director Faghihi: NIPO’s mission. The National Iranian Productivity Organization (NIPO) celebrated its 11th anniversary on 24 May 2004 with a national conference on productivity growth and sustainable development. It was inaugurated by Iranian Vice President Dr. Hamid Reza Baradaran Shoraka, who gave an address on “The 20-year panorama and the role productivity plays in economic development plans.” He underlined the importance of total factor productivity (TFP) to the national economy and suggested that it should be included in the development plans of the administrative organizations at both the national and provincial levels. He also called for the establishment of a national productivity award. NIPO Vice Chairman and APO Alternate Director for Iran Dr. Ghasem Ansari Ranani told the meeting that the Fourth Five-Year National Development Plan of Iran will have a TFP component as it has a considerable role in increasing national economic growth. In supporting the Vice President’s call for promoting TFP in administrative organizations and establishing a national productivity award, he added that Iran should endeavor to achieve a labor, capital, and TFP growth of 3.5%...
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...Sub-question 1. What organization does a nonprofit need to succeed? For this first question, I will rely primarily on scholarly resources. My main informant to the appropriate structure will be A Model of Strategic Human 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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...Betriebswirtschaftslehre | | |BWL 1 Betriebswirtschaftslehre | |ZF_Betriebswirtschaftslehre | | | |BWL1.doc | Volkswirtschaftslehre befasst sich mit 3 Grundfragen: (die gesamte Wirtschaft des Landes steht im Zentrum) 1. Welche Güter/Dienstleistungen sollen mit den beschränkten Ressourcen hergestellt werden? 2. Wie sollen die Ressourcen (Wissen, Kapital und Natur) eingesetzt werden? 3. Für wen sollen solche Güter/Dienstleistungen hergestellt werden? Betriebswirtschaftslehre (ein Einzelnes Unternehmen steht im Zentrum) ▪ BWL untersucht das Zustandekommen von unternehmerischen Entscheidungen über die Zielsetzung der Unternehmungen und Entscheidungen in den verschiedenen Funktionsbereichen (Marketing, Personal, Produktion) o Allgemeine BWL ▪ Technik (Methoden: RW, Versicherungen) ▪ Theorie ▪ Politik (Wie kann man das Unternehmen am besten rentabel machen?) o Spezielle BWL ▪ Funktionelle Betriebswirtschaftslehre (Welche Aufgaben haben die Unternehmen) ▪ Institutionelle Betriebswirtschaftslehre (Aussagen über die Branche) 2. Betriebswirtschaftliches Denken und Handeln Wirtschaft ▪ Alle Institutionen und Prozesse, die der Befriedigung menschlicher...
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...The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison Chap 1 : MANAGEMENT AND CONTROL 1) Causes of Management -Lack of Direction -Motivational Problems -Personal Limitation 2) Avoidance -Activity elimination : Eliminate what is not working properly -Automation -Centralization -Risk Sharing Chapter 2 SECTION II 3) Result Control : Preventive type Control Helps Mgr to address strategy, org, employees are performing - Steps : 1. Define Performance dimension 2. Measure Performance 3. Setting Target 4. Provide Reward Requirement for Effective Result control : - Knowledge of desired result : Org should know what result are desired - Ability to influence desired result : Employee have influence on result (Controllable) -Ability to measure Controllable result effectively : Org can measure result effectively (Measurable) Result measure should be : Precise, Objective, Timely, Understandable Chapter 3 4) Action Control : To ensure employees act in org’s best interest a. Form of Action control - Behavioral constraints – Negative Form (You can’t do this You can’t do that) - Pre action Review – Scrutiny(详查정밀조사) of action plan (What will they do?) - Action Accountability – (의무義務) Hold employees for action required...
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...The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison Chap 1 : MANAGEMENT AND CONTROL 1) Causes of Management -Lack of Direction -Motivational Problems -Personal Limitation 2) Avoidance -Activity elimination : Eliminate what is not working properly -Automation -Centralization -Risk Sharing Chapter 2 SECTION II 3) Result Control : Preventive type Control Helps Mgr to address strategy, org, employees are performing - Steps : 1. Define Performance dimension 2. Measure Performance 3. Setting Target 4. Provide Reward - Requirement for Effective Result control : - Knowledge of desired result : Org should know what result are desired - Ability to influence desired result : Employee have influence on result (Controllable) -Ability to measure Controllable result effectively : Org can measure result effectively (Measurable) Result measure should be : Precise, Objective, Timely, Understandable Chapter 3 4) Action Control : To ensure employees act in org’s best interest a. Form of Action control - Behavioral constraints – Negative Form (You can’t do this You can’t do that) - Pre action Review – Scrutiny(详查정밀조사) of action plan (What will they do?) - Action Accountability...
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...Problem statement and Objectives Knowledge management (KM) is a relatively new concept in the modern world of knowledge-based economies which is viewed as critical to organizational effectiveness. It appeared only in 1990s and strongly occupied by for-profit organizations (FPOs). Although there is no unique accepted definition of knowledge management, there is the most frequently cited one (Duhon, 1998, pg. 9): "Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers." It has been understood recently that non-governmental organizations (NGOs) that are not profit oriented also need a sound knowledge management strategy to ensure sustainable and continuous success and to constantly adapt their work to changing conditions (Edwards, 1997). The author of this work aims to investigate the awareness about KM system, its barriers and opportunities to support KM’s implementation among NGOs in Kazakhstan. Several approaches for managing knowledge in organizations have been proposed in recent years. Some of the approaches present a more human-driven approach, some focus more on technological support (Choi & Lee, 2002). This work will mainly concentrate on a human-driven approach of KM implementation of NGOs in Kazakhstan...
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...procedures to ensure that goals are achieved. * Collective goals: school main goal is to educate pupils while company goal is to make profits. “Organisations are social arrangements for controlled performance of collective goals”. (Buchanan and Huczynski) Need of the organisation: Organisation enables people to: * Share skills and knowledge * Specialise and * Pool resources Types of organisation: A. PROFIT/NON-PROFIT a) Profit seeking organisation: Organisation like partnerships and company’s main objective is to maximise the wealth of their owners. The objective of wealth of maximisation is to: Continue its existence Maintain growth and development Make a profit. b) Not for profit organisation( NFP OR NPO): SEEK to satisfy particular needs of their members or the sector of the society. NFP include: Government departments and agencies Schools Hospitals Charities Clubs Specific category of NFP is a mutual organistion. Mutual organisation is voluntarily not-for-profit association formed for the purpose of raising funds by subscriptions of members. Mutual organisation includes: Building societies Trade unions B. Ownership/control: a) PUBLIC SECTOR: Concerned with providing basic government services and is thus controlled by government. b) Private sector: Private sector is not controlled by the government which includes: Businesses Charities Clubs C. Co-operatives: Co-operatives is an autonomous association...
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