The Change Is Unexpected Or Planned Departure Of A Chief Executive Officer

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

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.

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

It is so difficult for nonprofit organizations to deal with the withdrawal of a major gift. In order to illustrate what ABC Nonprofit should be aware of and how to successfully navigate the complexities that it is facing, I selected the case of the Central Park Children’s Zoo as an example. I suggest that ABC Nonprofit should get to know more about the new major donors before reaching agreements, handle the major gift wisely, and have good relationships with both major donors and individuals or communities that have involved in.

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.

It is the utmost concern of the leadership in the nonprofit to guide the organization through financial control. Through the guidance of the board of directors and officers, the organization aims to achieve its mission and vision. This accomplishment cannot be done without the strategic plan of financial control put into place by the leadership. It is important to set up internal controls and according to the Council of Nonprofits, financial management practices that are systematically used to prevent misuse and misappropriation of assets, such as occur through theft or embezzlement" (Council of Nonprofits, 2016). Leaders in the nonprofit world would do well to ensure they are following all the standards of best business practices and remaining accountable to the board, state, 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

Succession, in simple terms, refers to the concept of recruiting competent staff members to carry on the work of an organization (Titzer, Phillips, Tooley, Hall, & Shirey, 2013). With retirement of long-term staff members comes the need for new workers who can carry the torch. Part of succession planning is developing the leadership potential of prospective candidates. As important as succession planning is to the long-term wellbeing of an organization, many obstacles stand in the way of this being completed. These can include egotism, insecurity, failure to plan for the future, inadequate resources, lack of clear positions, and constant change (Titzer et al., 2013).

The American democratic system periodically allows for a rapid and dramatic turnover in executive leadership. Within a 24 hour period, a completely different team is guiding the

This article is grounded in an evidence-based practice that reviews recent methods and research articles on succession planning. It is primarily focused on articles that are found to have numerous points of convergence regarding how succession planning should be practiced. Implications of practices are discussed, and a research agenda for succession planning practice is proposed. This may allow for recommendations to be given to the chairperson of the board in relation to succession opportunities, high potential leaders, and other tools that will assist in the succession process. Empirical data based on solid research may help the chairperson understand the necessity of succession planning and management, along with the benefits of this practice.

The purpose of this qualitative study is to identify whether toxic leader behavior exists in nonprofits and, if it does, to explore the effect of toxic leadership on turnover intent and organizational citizen behavior (OCB). My interest in this topic is due to toxic leadership being a costly phenomenon and that it has an impact on individuals, groups, organizations, and even countries. Therefore, it would be beneficial to explore toxic leadership and its consequences to expand knowledge on this topic due to the magnitude of this phenomenon. Also, there is a lack of research about toxic leadership in nonprofits.

Grundner was effected first hand but what his nonprofit is serving. He still believes that passion alone is not enough. We cannot compromise simply because of being a nonprofit. He believes that the nonprofit board governance needs passion for our cause, standards for our work, diversity for different perspective, and transcendent leadership for potential new leadership. Lastly, Grundner states that nonprofits need to raise the bar of expectations, the board members need to hold organization accountable, and that before joining a board one must be “all in”. Management of a nonprofit is not an easy task, and passion is simply not enough.

The notion of change is a concept often correlated with intimidation, apprehension and fear. The uncertainty and risk revolving around the results of change is a gamble people do not like to take. Whether it is as simple as trying a new dish at a favorite restaurant, adding new departments to a business, electing a new executive board or entirely turning away from a previously successful system to a experimental innovative structure, the parallel between the unknown outcome and change often are a cause of trepidation. When it comes to altering a system in a corporate setting the probability of failure, acts as prevention for adjustment or reformation to occur. Once a prosperous platform or structure is established, it is unlikely for a conglomerate to disaffiliate from those workings and follow a new path of novelty. However, the broadcasting network, CBS, was not afraid to take the plunge of change as author, Todd Gitlan explains in the chapter “The Turn Toward Relevance.” Realizing the network was claiming a static position in relation to its production as well as the audience, CBS daringly reformed itself to reflect the changing cultural times within the nation. Despite CBS’s stability as a leader among other competing broadcasting networks, the fear of failure in correlation to brand change did not alarm the network, rather their understanding to implement of a new pace, audience and turn toward industrial change led to greater opportunities for independence and growth

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.

More than 3,000 executives of nonprofit organizations participated in a national study conducted by CompassPoint and the Meyer Foundation in 2011 (Cornelius, Moyers, & Bell, 2011, p. 2). Sixty-seven percent of these executives indicated they plan on leaving their organizations within five years (See Table). In addition, this survey revealed that “despite 15 years of attention to the issue, a number of key practices associated with effective executive transition are not widespread. Executives and boards are still reluctant to talk proactively about succession and just 17% of organizations have a documented succession plan” (Cornelius et al., 2011, p. 3).