Nonprofit Organizations: A Case Study

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

My passion for nonprofits partially comes from my experience working for two separate nonprofits, and partially from me wanting to help make a difference in this world. My time at PACS made me reflect on the two previous jobs I had at nonprofits and how all three intended to make a difference in this world. Furthermore, I pondered what the impact was of a key difference on the two nonprofits I previously worked. The key difference is that one was a Christian organization, the other was not. PACS showed me a middle ground of sorts, were the organization itself is not Christian or religious even though it is created with values that are held by

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

Throughout my career in the social sector I worked with a variety of for-profit companies; over the last few years I’ve noticed interesting trends. Corporations are changing how they structure and evaluate philanthropic partnerships and fewer and fewer organizations are opting to donate through traditional methods. Social entrepreneurs are even integrating philanthropy into their business models. Just consider, big names such as Toms and Seventh Generation and newer start ups like Bombas (a sock company that donates socks one-for-one for every pair they sell). One-time event sponsorship and foundation giving seems to be losing ground to newer, innovative community investment strategies. These shifts have encouraged non-profits, including

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.

The nonprofit sector in America is a reflection some of the foundational values that brought our nation into existence. Fundamentals, such as the idea that people can govern themselves and the belief that people should have the opportunity to make a difference by joining a like-minded group, have made America and its nonprofit sector what it is today. The American "civil society" is one that has been produced through generations of experiments with government policy, nonprofit organizations, private partnerships, and individuals who have asserted ideas and values. The future of the nonprofit sector will continue to be experimental in many ways. However, the increase of professional studies in nonprofit management and the greater

When Zoot Velasco looks at American nonprofits, he sees a sector that is struggling, in spite of limitless potential for innovation and impact. Noting that 22.3% of the country’s GDP is in the nonprofit sector, yet only 20% of such organizations have a budget exceeding $1 million, Velasco hopes to lead a transformation in the industry.

The author explores the idea of nonprofit organizations expanding to more than one location. To nonprofit organization owners, expansion can pose a difficult challenge financially, but also a necessary step to improve their outreach. Defining financial variables necessary for nonprofit organizational growth, then using those variables to look directly at physical capital (facility) expansion, and finally examining case studies on nonprofit organization expansion, the information the author gathers will directly impact a critical analysis on the research reviewed and any questions left unanswered.

1. Connors, T. D. (2001). The Nonprofit Handbook. New York: John Wiley & Sons, Inc. [US].

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

Nonprofit Organizations The purpose of this research is to define nonprofit organizations, describe opportunities that are present in nonprofits, outline advantages and disadvantages of working in the nonprofit sector, and explain how you can determine if this is an area for you to consider as a career. WHAT IS THE NONPROFIT SECTOR? "Nonprofit" is a term that the I.R.S. uses to define tax-exempt organizations whose money or "profit" must be used solely to further their charitable or educational mission, rather than distribute profits to owners or shareholders as in the for-profit sector.

Social entrepreneurship is gaining such strong interest in nonprofit world because of the economic challenges that have plagued this sector with cuts in philanthropic and government funding. According to Nash (2010) not only are there cuts, there are many organizations vying for the limited funding. Studies support, the attitudes in capitalistic America, and the ease of nonprofits to embrace this concept; evidenced by their ability to sell their once free services, to meet the demands of the consumer. According to the IRS (2010) nonprofits have increased their selling power on unrelated business income, to the tune of 184% increase, in a sixteen-year time frame. This writer, believes these numbers are evidence which support this trend is

Nonprofit organizations have several functions, and not each one is alike. Essential to all non-profit organizations are four functions: planning, budgeting, funding and management.

Marketing gets no respect in the nonprofit world. Program people tend to hold the most senior positions in nonprofits and accordingly

Financially healthy nonprofits use income-based, rather than budget-based spending which allows them to have income projections that are realistic and helps to determine realistic costs (Zietlow, Seidner, 2014). The most successful nonprofit should have an operating reserve to finance shortfalls and hopefully allows them to have a positive cash flow at the end of the year (Zietlow, Seidner, 2014). However, most nonprofit organizations fight to manage cash flow due to how income and the expenses often may occur at different times, so that there may not be enough cash to pay for the expenses as they become due and payable (Zietlow, Seidner, 2014).