Non-Profit Case Study

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:

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.

A nonprofit organization (NPO), can be self-sustaining by adhering to some very simple rules. A nonprofit is described as an organization that “Operates for the common good and not for generating individual wealth: does not distribute its profits to individuals who control the organization such as its members, officers, directors, or trustees. While a non-profit organization can make a profit, the profit it earns must be used toward the core missions of the organization and not towards any personal benefits” (Bennett, 2013). One of the enormous challenges that a

The non-profit [Spell as one word without hyphen] governance plan a function that provides standards and guidelines for a structured board of directors (McCambridge, 2004; Renz, 2013) and controls the organization to meet stakeholders and business goal (Goergen, 2012). To further explain governance, it is the manner in which decision-making is processed based [Passive voice ] on the approved and established mission, values, and vision. Bienvenidos mission, values, and vision are as follows:

Both organizations have mission statements, and visions that are the foundations for their organizational structures, each organization is aligned with a specific strategy to meet their goals. While both offer medical services their approach in offering such services will vary in their operational approach. Additionally, each has the ability to respond to a continuously evolving health care environment, but the for-profit would seemingly have the ability to adapt within a greater response time especially with regards to variables that would impact profitability. Federal/Local/ State rules and regulations govern both business models, but the nonprofit must strictly adhere to those guidelines in order to maintain their desired level of classification.

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

During the last five weeks I took classes for the course Development and Management of Strategic Alliances with Nonprofit Organizations (PUAG 630). In each workshop I completed and submitted the assignments previous to class and participated in the class discussions. In that order, through this portfolio, I am presenting some of the activities I created and submitted for this course. Some of the themes we developed in PUAG 630 were related to learn about the types and structure of the nonprofit organizations. Also, the relationship that government and nonprofit organizations have.

Stakeholders play a critical role in the management and decision-making process of an organization. An example of a stakeholder includes employees, managers, patients, vendors, suppliers, the community, creditors, customers and the government (Daft, 2013). Also, Daft (2013) says, “Stakeholders are groups “within or outside of the organization that has a stake in the organization’s performance” (p. 23). There are a few differences surrounding stakeholder expectations between non-profit and for-profit organizations. The differences in nonprofit organizations and for-profit business organizations are the direction of activities for the end goal (Daft, 2013). Although it is very difficult to measure the impact that a nonprofit has on society, community, or a particular group as opposed to evaluating an income statement from a for-pro-profit organization. The same level of attention should be paid to stakeholder for nonprofit organizations as stakeholders of for-profit organizations.

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.

There used to be a time when zoos used to be full of animals. A time when extinction was not a problem. That was the past. Today, zoos all around the world are missing many animals such as the African elephant or the dodo bird. All of these wonderful animals became extinct because we were careless enough to let them all die. World Wildlife Fund (WWF) is an organization that is trying to prevent extinction from happening. WWF is an environmental organization dedicated to “protecting the world’s wildlife and wetlands” ("World Wildlife Fund"). It is one of the largest private supported conservation organizations in the world, with support from one million members in just the United States. WWF was formed on September 11, 1961 in Morges,

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.

Strategic Planning is the best approach I think it will benefit the nonprofit organization like Goodwill Industries because the organization can benefit from their strongest capabilities, exploit greatest

This paper will examine budgeting procedures for profit and non-profit businesses and compare similarities, and if they exist, differences in accounting practices. This paper will also attempt to review what is Generally Accepted Accounting Procedures (GAAP) for budgeting for any organization to be successful.

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.

Per John M. Bryson, strategic planning, if properly conducted, can help the leaders and managers of public and non-profit organizations think, learn and act tactically. Strategic planning enables organizational leaders and managers to first identify their organization’s mission and/or purpose. Thereafter, the planning process permits these leaders to pinpoint the actions and activities that will enable the organization to achieve its mission. Finally, the planning process requires the organizational leaders to synthesize objectives and activities into a blueprint or concrete plan of action under which the organization will conduct its business.