Effective Outcomes in the Non-profit Sector

ReferencesRobert D. H. & Associates (2005). THE JOSSEY-BASS HANDBOOK OF NONPROFIT LEADERSHIP & MANAGEMENT (2nd ed.). San Francisco, CA: John Wiley & Sons, Inc.

The diversity of nonprofit organizations, services provided and the problems faced shows that nonprofits require leadership with an in-depth understanding of the multifaceted nonprofit landscape. Understanding the culture of nonprofit work is also crucial and much easier to understand once you have been through a nonprofit management program. My career interests lead me towards an avocation of a deeper knowledge of strategic management/planning, legal structure and standards, increase my skills in quantitative analysis of policy, financial governance and developing fundraising strategies. These areas allow for macro management within the nonprofit

Organizations are social entities that are driven by goals that are designed intentionally, and coordinated activity systems and they are linked to the external environment. It means that the organization should have a way of linking the internal and external environments. Organizations are made of people and the relationship between the people is essential. There is a deliberate move by organization management to come up with structures that ensure coordination of

Successful management of a not-for-profit organization requires providing high-quality service, but at the same time, careful administration - to reduce expenses and automate processes are ongoing requirements. Each type of not-for-profit organization has unique management needs. For example:

As defined by Renz on page 444 in the Jossey-Bass Handbook of Nonprofit Leadership and Management an outcome assessment is regular measurement and monitoring of how well a nonprofit’s programs are performing relative to the desired outcomes. An outcome assessment if used appropriately can assess a wide range of decisions about how programs should be continued in the future and how they can satisfy certain requirements. There are a variety of program goals which are defined by outcomes, activities, bridging goals, and side effects. Outcome goals are the benefits or changes for individuals or populations during or after participating in program activities, activity goals refer to the desired level of activities within a program and

Nonprofit organizations broadly described operate to achieve missions that serve the common good. Graduate study in the field of nonprofit management focuses on the development of leadership skills for nonprofit managers and provides education in areas such as general operations, human resources, strategies, and fund development (Nachmias, 2008). Students of nonprofit management also develop proficiency in other matters such as nonprofit legal issues, organizational development, donor relations, financial management and fund-raising, volunteer, and human resource management, and pro-gram evaluation, to name a few competencies (Nachmias, 2008).Many nonprofit management programs have a theoretical component, and most programs rely on experiential learning as a vital element of a graduate student’s education. Future studies of community impact should include analysis components from the fields of nonprofit management education, service learning, capacity building, and nonprofit evaluation, and take into consideration specific factors that may affect study outcomes.

The Non-profit has been in existence for 43 years. It was organized in response to a rift between the original organization and some of its members. Over the years, the organization has not been able to adapt and develop sufficient training and development within the new organization to foster growth and maturity in members or develop capable leaders from within the organization. The morale and level of viable activity has experienced times of growth and decline due to the change in leadership and lack of clear vision and mission.

The purpose of this paper is to gain a deeper understanding of the non-profit sector by analyzing a non-profit organization. The organization chosen for this report is SickKids Foundation located at, 525 University Ave, Toronto, ON M5G 2L3.

Nonprofit organizations have similar financial transactions and needs as for-profit businesses (Viader, & Espina, 2014). Their financial statements describe and summarize operating activities, obligations, and economic resources for a given period, usually one year (Viader, & Espina, 2014). A nonprofit is defined as a legal entity that does not conduct substantial commercial activity or earn a profit as its primary purpose (Viader, & Espina, 2014). The goal of the nonprofit is typically to provide services (Epstein, & McFarlan, 2011). In nonprofit organizations, management decisions are intended to result in furnishing the best possible service given resource constraints (DioGuardi, 2014). Basically, the success of a nonprofit entity is measured

The last stage of my proposal includes no longer recognizing the NCAA as a purely commercial venture. The NCAA as an amateur, educational organization, does not fit well into the traditional antitrust analysis as applied by the court in NCAA v. Board of Regents of the University of Oklahoma. By viewing the NCAA as a profit-oriented economic entity, the court struggled in an effort to make sense out of both the per se and rule of reason tests. Justice White's dissent explained that the majority erred by: first, failing to recognize the NCAA's role in promoting amateur athletic competition as an integral part of the process of higher education; second, treating the NCAA television plan as a ‘purely commercial venture’; and third, applying a traditional

The CEO of a nonprofit must distinguish himself not only as a financial manager but as a financial leader also by improving the nonprofit practice (Young, 2007). The CEO is commonly expected to collect data, produce reports, analyze findings, as well as offer financial solutions for short and long term objectives along with other daily operational duties. However, a CEO distinguishes him or herself as a financial leader by developing a business model that meaningfully impacts organizational productivity, sustainability, and propel nonprofits futuristic vision while remaining integral to its mission (Bell, 2016). This is accomplished in several ways such as, vigorous budgeting, attaining a net financial outcome, exploring futuristic expectations, performing financial projection assessments, evaluating income diversification options, etc. and work well with the organizational board.

Indeed, this significant task necessitates the significance of organizational or management leadership in the financial performance of the minority, women-led non-profits in comparison to non-profit organizations that are led by males. Even though strategic planning is one of the key factors involved in organizational leadership, it is also essential to consider other factors such as the corporate culture, the dynamics of the management group, and the manner in which the strengths and expertise of management is vital in organizational effectiveness (Schein, 2010). Therefore, the proposed study investigates the importance of organizational leadership as a vital factor in resolving the organizations’ dismal performance, e.g., the management for socio-economic education, and workforce development organizations in Philadelphia may consider conducting environmental scanning procedures such as SWOT Analysis in order to determine the opportunities available for maximizing the organizations’ effectiveness regarding the provision of service deliverables.

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.

An organization is a group of people, such as a foundation or an academy that worked together to accomplish multiple goals and is associated to an external environment. There are different types of organization, some organization formed to earn income for its owners but some other organization which called non-profits are worked for public purposes. There are 3 main types of business organization Such as:

A Non-profit Organisation (NPO) is an establishment that uses its funding for the pursuit of a specific purpose such as for a charitable cause (Lorette, 2015). It is different from a for-profit organisation as its objective is to provide greater good to the society rather than to maximise the wealth of its stakeholders. The surplus revenues of an NPO are used for either its expansion, self-preservation or plans and no part of the profit is distributed to its members. NPOs are increasingly starting to operate like traditional business organisations as strategic planning and marketing is imperative for their survival.