Discursive Resources for Intended Image in Nonprofit Organizations

Value Management in Non-Profit Organizations - The First StepThis article represents a initial observation on implementing a value management concept for non-profit organizations. Introducing strategic management in non-profit companies is becoming inevitable in order to build up their competitiveness on the non-profit services market. In the first part of this article the key stakeholders of non-profit organizations are identified. The second part is an attempt to present the principal value drivers of non-profit organizations. The groups of key stakeholders that are the most important recipients of the value created by the individual drivers have been assigned to the principal value drivers.

This article proposes a conceptual framework for re-examining NPO governance, especially focussing upon the roles and responsibilities of boards, executives, and other staff and volunteers. It draws from Talcott Parson's idea that all human organizations exhibit three distinct levels of responsibility and control – institutional, managerial, and technical/operational. Both academic scholarship and nonprofit organization practice are increasingly re-considering the structure and functions of governance and management within nonprofit organizations (NPOs). While it can be argued that the governance portion of the institutional level of functioning should be located with the volunteer board of directors, otherwise I suggest that the following factors affect the appropriate division of roles and responsibilities among board, executive, and other staff and volunteers within an NPO: 1)the size of the NPO's budget, staff, and board; 2) the number of active volunteers and the breadth of roles they perform: 3) the stage of the NPO's life cycle: 4) the level of trust/confidence between the chief executive and the board; 5) executive transition; 6) the presence of organizational crisis; and, 7) environmental factors, including fundamental change in funding sources and pressure toward merger or intense collaboration. Both academic scholarship and nonprofit organization (NPO) practice are increasingly re-examining the structure of governance and management within NPOs. The nonprofit research and practice communities are asserting that we fundamentally need to re-conceptualize how NPOs can best organize themselves to perform their governance, management, and leadership responsibilities. This has profound affects on our ability to address issues of NPO accountability. Why? Because an organization's ability to "answer to" or "give account of itself" to those who hold it answerable, requires that it can clearly locate where the authority and responsibility within that organization lies for doing so. In the theory and practice of NPOs, it is ultimately a governance and (possibly) executive responsibility to ensure an effective answering and accounting to its multiple stakeholders, including all types of funders, other external constituencies, and the public, at large. Therefore persuasive answers about how NPOs can be accountable require effective efforts to re-conceptualize how NPOs can best organize themselves to perform their governance and executive responsibilities. The latter is the challenge to which this article responds. This effort joins the growing chorus of concern about the prevailing prescriptive models of governance in the nonprofit literature and concomitant need to rethink our understanding of governance. A sample of this recent reconsideration includes several examinations of Carver's Policy Governance model, excellent reviews of the most significant directions in board research and their practical applications, and searches for new, more useful models of governance which apply more broadly across the full universe of NPOs and expand the range of NPO governance practices.[1a] Oliver, C. 1999. The Policy Governance Fieldbook: Practical Lessons, Tips, and Tools from the Experiences of Real-World Boards New York: Jossey-Bass Publishers. [Google Scholar], [1b] Renz, D. 1999. Adding a Few Pieces to the Puzzle: Some Practical Implications of Recent Governance Research. The New England Nonprofit Quarterly, 6(2): 7–15. [Google Scholar], [1c] Ryan, W.P. 1999. Is That All There Is? Searching for More Useful Governance Strategies Beyond the Board Room. The New England Nonprofit Quarterly, 6(2): 7–15. [Google Scholar] The latter represents the best known initiative currently underway to rethink the topic of NPO governance. In his article, "Is That All There Is?," William P. Ryan describes preliminary findings from the National Center for Nonprofit Boards' (NCNB) and Harvard University's Hauser Center for Nonprofit Organizations' joint project aimed at assessing the prospects and strategies for developing alternative governance. As Ryan states, "the inquiry assumes that board governance as we know it may work well for many organizations -- but that new or alternative governance strategies may work better for others."[2] Ryan. 8 Ibid [Google Scholar] He reports on NCNB's own questions which emerged from its strategic planning process: do we have a one-size-fits-all problem? Do the most prevalent models about governance adequately serve the diversity of organizations that comprise the nonprofit sector? Why aren't our views of governance changing along with the rapid changes in our environment, such as changes in funding streams, public policy, demographics, technology, etc., particularly as the nonprofit sector is so receptive in other ways to new organizational and management strategies? Ryan goes on to report that most of the respondents to the Hauser Center-NCNB study thus far "were eager for a fundamental reconsideration of our governance strategies, which they believe are flawed in design, not just in execution."[3] 11 Ibid [Google Scholar] In elaborating on the concern that "one size" of governance model does not "fit all" NPOs, he lists the following types of NPOs which are not well served by the prevalent models: grassroots organizations, all volunteer organizations, entrepreneurial organizations (i.e., NPOs which function like social-purpose businesses), interorganizational alliances (collaboratives and networks), and multiple corporate forms (i.e., NPOs which create holding companies that deliver services through a number of different operating entities, sometimes including for-profit subsidiaries). Moreover, both Ryan and David Renz emphasize dramatic changes in the environment surrounding NPOs which make the prevalent, conventional models of governance less relevant. Both highlight the increased role of government in outsourcing service delivery to nonprofits. In doing so, government agencies set more of the terms and conditions of service delivery, and NPO boards find themselves effectively losing control of their organization's mission.[4a] Ryan. 13 Ibid [Google Scholar], [4b] Renz. 16 Ibid [Google Scholar] Both speak of growing demands for entrepreneurship, including what is now called the "social venture partner" approach to funding NPOs, in which grant-makers sometimes play a hands-on role in the operation and management of NPOs and their boards. Renz especially highlights growing pressures on NPOs to "engage in what many consider to be the 'unnatural acts' of alliances and collaborations; and the much intensified focus on outcomes and accountabi lity."[5] Renz. 16 Ibid [Google Scholar] He asserts that these and other environmental changes mean that we still need to know more about topics such as "the appropriate mix of board roles and functions when nonprofits engage in entrepreneurial activity, alliances, partnerships, and collaborative ventures, … and extensive work for government."[6] 21 Ibid [Google Scholar] Renz's, Ryan's, and other authors' characterization of the reasons for which we need to rethink governance echoes this author's experience from over twenty years of serving as an executive of local and national nonprofit organizations, as a governing and advisory board member to numerous NPOs, and as a consultant and trainer to well over a hundred NPOs in the United States and internationally. These have been organizations of highly varied size, ethnic composition, field, and stage in their life cycle.

Effective governance in nonprofit organizations: A literature based multiple stakeholder approach

Stakeholder roles in facilitating access to essential medicines.

This paper demonstrates how changes in untied, lump-sum government grants or income from unrestricted endowments will affect the behavior of charities operated by managers with strong philosophical or professional commitments. An increase in such funds will reduce the charity's accountability to private donors and lower its fund-raising activities. The grant will not be spent entirely on raising the quantity of output. Instead, it will permit the charity manager to reduce his or her dependence on the costly solicitation of donors who do not completely share the manager's preferences. In order to understand nonprofit charities one must recognize both their diversity and the independent role of their managers in furthering this diversity. We will miss much of their special character if we view them as mere conduits seeking faithfully to reify the wishes of their contributors.' In this paper I demonstrate how an increase or a fall in untied, lump-sum government grants or income from unrestricted endowments will affect the behavior of charities operated by managers with strong philosophical or professional commitments to some service mixes rather than others. An increase in such funds will reduce the charity's accountability to private donors and lower its fund-raising activities. The grant will not be spent entirely on raising

The western China, especially near the Wenchuan region witnessed a terrible earthquake in the year 2008, which led to some severe damage in the country. Several interviews and studies are conducted to explain the impact of this Sichuan earthquake on the development of the various grass-root associations present in the country.

This study treats the members in nonprofit organizations (NPOs) as subjects, and explores the origination, planning, control, and completion of project management in NPOs, as well as the general performance of organizational efficacy, such as environmental satisfaction, organizational atmosphere, operational performance, job engagement, and work quality. It also probes into the relationship and effect. By various research methods, such as literature review and questionnaire survey, this study attempts to determine if project management in NPOs can significantly enhance organizational efficacy. This study finds that different NPOs have significant differences in the general performance of project management and organizational efficacy. When the performance of project management in NPOs is more significant, organizational efficacy is higher. Project management in NPOs has a significant path relationship to organizational efficacy; therefore, reinforcement of vocational training in the project management of NPOs could improve performance, which would have significant effect on enhancing organizational efficacy.

The main body of social stratification structure in Taiwan is transformed with social mobility. By transforming the social stratification structure, the function of non-profit organizations is operating steadily. How does people’s awareness of social strata directly or indirectly influence the operation of non-profit organizations? How do non-profit organizations and governments respond to the transformation of social stratum compositions? And how promotion and policy marketing could guide the general public to be attentive and participate in the operations of non-profit organizations? These questions require in-depth investigation. This study bases on the experiments and concepts of fairness measurement in information integration theory to comprehend the integrated model of social stratification in the public. By means of analyzing the awareness and orientation of the public to the constitution of social stratification which lead the public to identify themselves with the visions of non-profit organizations and the motion of participating non-profit matters to provide the interrelated recommendations of proceeding non-profit matters to non-profit organizations and the government. Comparing the cognitive algebraic functions of input information and outcome information of various groups in the social strata, the only difference is that if the input information is education background and the outcome information profession prestige. Empirically, non-profit organizations promoting and encouraging people to engage in occupational aid related activities could find different methods available.

Nonprofit organizations take important roles and functions in our modern society. However, because of the fierce competitions in market and the rapid social changes, nonprofit organizations are facing the same management issues with profit making organizations, such as financial difficulties or lack of resources. In this qualitative research, in order to discuss the issue about nonprofit organization transformation from the prospective of nonprofit management and organization transformation, we interviewed a large nonprofit organization in Taiwan, analyzed the results and provided case studies. We also considered about the social enterprise model to explain the concept between nonprofit organization and social enterprise. In our conclusion, we found that when nonprofit organization transformation took a place and changed the service model into the social enterprise model, the reasons are not limited to the management needs but included to provide the more appropriate services and working approaches. Therefore, the difference between the nonprofit organization and the social enterprise is clarified through this research.

PurposeThe purpose of this study is to explore the internal audit actors and stakeholders' perceptions of the IA status in Iranian companies, and those actors and stakeholders' roles in shaping the current situation of IA in Iran.Design/methodology/approachThis paper uses the interpretive qualitative method. Data comprises of semi-structured interviews with board of directors, audit committees, chief executive officers and chief audit executives. The paper analyzes internal audit policy documents, reports and legislations.FindingsThe results illustrate that the internal audit in Iran is perceived as a “perfunctory” practice among its stakeholders due to being recognized as an inefficient process. The key actors and stakeholders in internal audit process–including executive and board managers, audit committee members and chief audit executives–play important roles in shaping the current status of internal audit via their perceptions and actions.Practical implicationsThe fact that internal audit in Iran is perceived as an inefficient process and is used as a perfunctory practice highlights the importance of addressing this issue at the standardization and regulation level. The deficits in the roles of key actors and stakeholders need to be considered as the legislative guide in different levels.Originality/valuePrior studies mostly focus on the role of internal audit in organizations. In contrast, this study focuses on the role of key actors and stakeholders of internal auditing process in shaping the current perceived role of internal audit in organizations. Also, the study examines an emerging economy, which differs from advanced economies in important ways, including regulations, organizational culture, internal control structure and internal audit.

This paper examined the role of public relations in both profit and non-profit organizations in Delta State. In executing this paper descriptive survey design was used in this investigation. The study population is eight hundred and sixteen (816) public relations officers from some selected profit organization and two hundred and eight-five (285) public relations officers from some selected non-profit organization, which make it a total of one thousand, one hundred and one (1101) public relation officers from profit and non-profit organizations in Delta State. The technique used for this study is a simple random sampling technique. The sample size for the study was one hundred and eleven (111) public relations officers. The questionnaire was used as the instrument for collecting data. The statistics used for this study were mean (x ̅). Findings showed that public relations is crucial in profit and non-profit organizations. Findings also show that strategic communication is required for promoting profit and non-profit organizations. Findings show that some challenges facing public relations strategies that drive business outcomes include difficulty building and maintaining relationships with key stakeholders, limited understanding of public relations among stakeholders, difficulty in measuring the effectiveness of PR efforts and limited access to government information and resources. Based on findings, this paper recommended that public relations officers attend workshops, webinars, and conferences to stay informed about the latest public relations and communications developments. Organizations should provide training and resources for public relations professionals to enhance their skills and stay current with industry developments.

Public administration and political science: From monogamous marriage to professional partnership

In the competitive landscape today for Non-profit Organizations (NPO), transformation is necessary, especially for mature NPO organizations. Digital transformation is the process of organizations to improve radically their performance using technology. The output from digital transformation is a digital platform as a new business model or core of the digitalization business process. One way for an organization to build a new business model is using co-creation, which means creating process value-making with the customer as the main collaborator. this research will overview a potential implementation of value co-creation in the NPO digital platform and the impact on the digital transformation process. The impact will be orchestrated with a mechanism in a digitally transformed innovation process. This research uses mixed methods qualitative & quantitative from key stakeholders in the NPO and donors of the NPO. The finding: transparency is the key for NPO to recover their current condition and it can implement in digital platforms. Opening three processes of transparency (distribution preparation -distribution process - report) and can also show their area distribution. But the process must be orchestrated with internal stakeholders related to digital adoption, leveraging digital technologies, developing digital capabilities, and managing boundaries. There are several recommendation plans that can implement in Digital Transformation Process XYZ for continuous improvement.

PurposeThe purpose of this paper is to investigate the effects of introducing business tools into nonprofit organizations (NPOs). Exploring the case of an NPO trying to embrace the social enterprise model, this study aims to contribute to a better understanding of the managerialization process affecting third sector organizations.Design/methodology/approachRelying on an in-depth ethnographic immersion conducted at a Brazilian NPO, this paper adopts a performativity lens to analyze the appropriation process of a traditional business tool, the Individual Development Plan (IDP), at the organization.FindingsThe story of the IDP’s appropriation reveals how business tools act as market devices to actualize economic behaviors and representations among NPOs’ beneficiaries. Reinforcing the control of managers upon their constituencies, business tools can thus create an unequal balance of power within NPOs.Practical implicationsAdmittedly, this paper relies on one single case study, which imposes strong limitations to generalize empirical findings. Nonetheless, this analysis calls for more caution in the promotion of business tools for the development of social entrepreneurship in third sector organizations.Originality/valueRather than debating the accuracy and efficiency of business tools in NPOs, this paper adopts a performative approach to understand how artifacts change the nature of relationships between managers and beneficiaries within social ventures. Rejecting a normative stance, this paper proposes a micro-level analysis of managerialization, focusing on an organization from an emerging country, Brazil, which is rarely at the core of social entrepreneurship studies.

From pioneer to promotion: How can residential waste diversion non-profit organizations (NPOs) best co-evolve in modern China?