Nonprofit Organizations

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

Seven figure salaries are not a normal occurrence among hospital and health system executives. However, according to the Chronicle of Philanthropy, which does an annual national survey of nonprofit salaries, found that the five top-paid nonprofit chief executives in 2003 all worked for hospitals. On top of these exaggerated salaries are the attractive benefits such as bonuses, deferred income, retirement plans, country club memberships, and countless other perks that are attracting the wrong kind of leaders to these organizations. Hospitals must provide their social responsibility to the community before spending outrageous salaries for chief executives. It is an unethical practice to pay executive teams more than the total spending on the necessitous care of the community. For example, the survey identified 17 hospitals in California where the total compensation to CEO’s alone exceeded the total cost of charity care of their respective organizations. These excessive salaries could have easily

Most nonprofit agencies follow the same management structure. The structure normally consists of a vertical hierarchal structure with the chief executive manager at the helm, and divisional leaders rounding out the strategic leadership team. Since 9/11, then government shutdowns, multiple wars, natural disasters, and the government sequester, the challenge to most nonprofits is to compete for every available charitable dollar. Chief Executive Officers (CEO) of nonprofits must not only be skillful in maximizing the outcomes with fewer dollars, but also politically savvy in vying for monies for federal, state, local, foundation, and private funding sources.

Nonprofits can be described as organizations that are held exclusively separate from the government, whether it be a local governing body or the federal government. Nonprofits are also known as the middle men and

One of the things that I have seen happen repeatedly is that some Executive Directors truly “fall in love” with their agency and fail to adjust to the needs of the stakeholders. One of the things that nonprofits need to do is to learn from the

In a nonprofit organization, managers are concerned with “generating some social impact” (Daft, 2013). Stakeholders for nonprofit organizations include the community, taxpayers, the government, private donors, employees, and volunteers. Each one of these stakeholders poses a challenge for managers. For instance, in a nonprofit organization, there is a “continual struggle to pursue vital social missions in the face of

The efficacy of international and local economic development organizations has contributed to a world with less poverty, economic opportunities, and faster emergency response to disasters. However, in an environment of limited resources and complex challenges their efficiency is a concern. My career aspirations focus on improving their efficiency in project implementation, leading the innovation of operations, and increasing accountability in the use of financial and human resources. In the short term, my aim is to lead innovation and build a new operational model for the non-profit sector in an upstart organization. In the long term, I want to establish new accountability standards for non-profits, at the local and international level, increasing

Many of those who work in non-profits do not do it for the money, of course money is very important, but they want to work in a place where they can develop skills and advance and intelligent employers provide ongoing training and promotions for employees to further their engagement in the organization. However, despite limited budgets, nonprofit employers seem still competing against other employers in the market for top talent. therefore, efforts must be made to develop pay scales that are as competitive as possible to attract the level of talent and skills needed. Moreover, many nonprofits do not have a succession plan in place which means they seem not prepared for the departure of key employees and they do not have a formal career path

Nonprofits became a huge demand for society during the twentieth century, which was a very altering time for the United States Government (Samuel, 2013). Many people lost their jobs and had to rely on the government to assist them in meeting their basic needs in order to survive (Samuel, 2013). Due to such a huge demand, the government desperately needed the help of organizations not concerned about making a profit (Samuel, 2013). As the nonprofit sector has evolved and expanded, more people are interested in employment (Samuel, 2013). Because nonprofits do not profit a lot of income like a for-profit, it is important that human resource directors provide appealing employee benefits (Samuel, 2013). For nonprofits that do provide employee benefits are beginning to add stipulations due to the high cost and responsibility that is placed on the organization (Price, 2011).

In my office I have a picture on the wall of wolfs grouping together into a pack with one clear leader standing tall in the mist of them. There is a motivational statement on the bottom, of which the final wording reads “by the strength of the leader the power of the pack is unleashed”. This concept of the power of the leader is universal in every business, to include nonprofits. But how is a Chief Executive Officer (CEO) or Executive Director (ED) to lead in financial matters when they do not possess a strong financial background? Within the following paragraphs we will look briefly at ways to ensure the CEO or ED are strong financial leaders and steps to utilize in executing this financial leadership.

As a non-profit organization, our company has been profoundly doing well in helping raise money for families. Being with an organization which is committed to providing assistance to families in impoverished towns is very generous. Although, there is a concern I would like to address regarding using certain data we are using in our annual reports.The company uses pie charts to display data and prefers one type of pie chart over the other. I feel that we should use the pie chart which demonstrates the percentages.

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.

A not for profit organization is a corporation or an association that conducts business for the benefit of the general public without shareholders and without a profit motive (Legal, 2013).” There are immense community benefits as a not-for-profit generally accepts everyone regardless of ability to pay. Nonprofit organizations are granted tax-exempt status which helps them to provide services to the public and are expected to be effective managers of their finances as well as being efficient (Financial Management, 2010). In doing so, they can gain exemptions from federal and state incomes taxes and have the ability to solicit tax-deductible contributions (Financial Management, 2010). Organization must follow legal financial

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.