Strategic Effectiveness Of A Public Value

Moreover, this case study analysis focuses on AMC and the challenges that the nonprofit faces during the restructuring of a club that operated primarily by volunteers to a professional managed organization. This case study analysis will provide the following: descriptions of the problems AMC is challenged with, an identification of AMC’s major players using a stakeholder analysis, and finally, provide recommendations and strategies to solve AMC’s challenges. After conducting this case analysis, one will understand how an organization can experience significant challenges as it transitions so that an organization can stay competitive in the nonprofit sector.

In the poem, The Road Not Taken, Robert Frost wrote, "Two roads diverge in the woods, and I took the one least traveled….And that has made all the difference." In this poem, Frost reflects on the options available to each individual, much like a fork in the road. My path to nonprofit management came after several years of clinical work within Social Work and countless hours implementing processes, policies and laws created by individuals that may be a few degrees

Bertrand Piccard quotes, “In the 21st century, the heroes will be the people who will improve the quality of life, fight poverty and introduce more sustainability. This is a powerful message, it sums up the concepts discussed throughout the course. Additionally, the case studies such as the New Belgium Brewery, SC Johnson and The Kimberly Clarke organization have been proven to practice this philosophy. As society progresses in its efforts to provide a more sustainable future, there is a fundamental foundation of principles that must be followed to ensure success. Sustainable business development takes into account the application of business operations as it relates to the three pillars of sustainability, which is a dynamic yet integrative place to begin this journey. DesJardins, (2006) calls for a re-imagination of the future to create a vibrant sustainable model; which forms similar beliefs to Piccard. In addition, organizations are more inclined to create sustainable practices based on consumer demand and the willingness of leadership to participate in sustainability programs.

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

Chapters seven through eleven in Begging for Change, by Robert Egger, have been thought provoking and insightful into the non-profit world. This half of the book focused less on DC Central kitchen and the specific challenges it has faced, but more on the idea of a non-profit and how changes should and could be made in the way non-profits are operated and thought of by the general public. The focus has been put on new ideas that need to be brought into the non-profit world and how innovation cannot be lost and left only to the for-profit companies. The big idea around the book has remained unchanged through this section in which Robert opens up the non-profit world to question everything, from the stereotypes to the priorities and shows some of the ugliness in non-profit work.

At the center of any successful nonprofit organization there is an effective chief executive and board of directors. These leaders must work as a team with a vision and specific skills, to effectively produce resources in order to accomplish the organization's goals. The majority of the decision making authority and leadership is shared amongst board members; however, critical management skills and day-to-day operational decisions rest within the authority of the chief executive. However, members of the board must also be sufficiently skilled in management in order to assess the work of its director to assist in the implementation and evaluation of strategic decision making.

Organizations that want to survive, thrive and do important and valuable work must respond appropriately to the challenges they face (Bryson, 2011). Bryson defines strategic planning as “deliberative, disciplined approach to producing fundamental decisions and actions that shape and guide what an organization is, does, and why” (Bryson, 2001, pg.8). There are many benefits that the Ohio Department of Natural Resources (ODNR) Division of Water Resources could gain from strategic planning. These benefits include:

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.

These plans need to include ways for the organization to provide financial sustainability. Challenges for Belle Meade included economic downturns that limited the financial support from donors. Nashville came in as the 10th-fastest growing city of the nation’s largest metropolitan areas (Reicher, 2018). As the city continues to grow, so do the choices of charitable events that dilute the funding. Non-profits will continue to need a business plan to protect themselves from potential ethical issues and challenges. When Belle Meade entrusted its name to the winery, it also shared in the responsibility of making sure they held the same ethics and values of the home organization. With all of these challenges, non-profit organization should strive to apply solid business tactics to strategic planning. Organizational resources and attention must be placed on the system to improve the business for the stakeholders while providing social responsibility (O. Ferrell, Thorne, & L. Ferrell,

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

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.

Bastian, Bettina. Inaash: Bridging the Chasm between Non-profit Objectives and Long-term Financial Profitability. Ivey ID: 9B14M004. London, Canada: Ivey Publishing.

Strategic Planning is the process by which leaders of the particular organization make a choice and decide to set up different strategies that will enable the organization to achieve better performance and continue on the path of success. The framework of the strategic planning can be defined as the social role of the organization, environment, technological and human resource factors all working as one in order to achieve the goals set in place by the organization. In the case of a non-profit organization, like Goodwill industries, where the industry sector is tremendously diverse in terms of the work Goodwill undertakes, the organization still needs a strategic plan. The way that a strategic plan is developed depends on the requirements for strategic planning in non-profit organizations, just as for profit organization, can and always should be designed to bring success, remain profitable, and avoid failure and misuse of much needed resources.

This blueprint, when properly designed, can permit an organization not only to operate more efficiently internally, but also to operate more effectively externally within society. When focused both internally and externally, such a strategic plan allows a public or non-profit entity to establish itself as a high impact organization. A high impact organization is an organization that is focused on creating extraordinary levels of social impact. It is an organization that moves beyond focusing on other organizations and entities as just competitors and instead looks upon these organizations as potential collaborators with which to develop joint policies and coordinated actions, which collectively will have a greater impact on society than will the unilateral actions of the non-profit.

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.