The Role Of Article Understanding Evaluation In Non-Profit Organizations

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

My focus is on non-profit organizations (that help the homeless population/low income clients) and shelters that provide women/families to stay for a specified period of time. Each shelter has a program that the residents have to abide by to stay in compliance. Each person must have a job, seeking employment, or take advantage of an opportunity to learn to be a CDA. There are also other opportunities that are available that the residents can take advantage of. Each non-profit organization has funding from the government, Kiser, P. (2012), (pp. 46-50), private companies that help the organization, and with donations.

This tool is sponsored by the United Way of America. This tool is designed for United Way organizations but can be applied to nonprofits for internal evaluation purposes. This tool can be used to: (1) gauge your organization’s current status relative to the Standards of Excellence, (2) identify areas of strength where your expertise could be shared with others; and (3) determine where to focus your organizational development and improvement efforts (“United Way”, n.d.). This tool is marketed towards United Way organizations but can be applied to nonprofits for internal evaluation purposes.

Nonprofit organizations broadly described operate to achieve missions that serve the common good. Graduate study in the field of nonprofit management focuses on the development of leadership skills for nonprofit managers and provides education in areas such as general operations, human resources, strategies, and fund development (Nachmias, 2008). Students of nonprofit management also develop proficiency in other matters such as nonprofit legal issues, organizational development, donor relations, financial management and fund-raising, volunteer, and human resource management, and pro-gram evaluation, to name a few competencies (Nachmias, 2008).Many nonprofit management programs have a theoretical component, and most programs rely on experiential learning as a vital element of a graduate student’s education. Future studies of community impact should include analysis components from the fields of nonprofit management education, service learning, capacity building, and nonprofit evaluation, and take into consideration specific factors that may affect study outcomes.

The nonprofit sector faces many challenges that make it more difficult to measure its financial performance. Young (2007) states that the survival of nonprofit businesses depends upon receiving financial funding from outside donors such as donations from charities, government contracts, endowments et cetera, and the necessity for having several different revenue sources is a challenge for nonprofit management. In addition, he points out that securing capital for operating is also much different than in the traditional business world. Fortunately, scholars have provided tools and information that will help nonprofits manage and measure their unique financial performance so they may make informed decisions and guide their organizations to sustainability (Young, 2007).

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.

(2006). Performance and Productivity in Public and Nonprofit Organizations. Second Edition. Sharpe Berman E. (1996). The American Review of Public Administration vol.

In the age of globalization, an in-depth study and understanding of the organization’s culture and behaviour have become vital as its people comprise of different race, colour and culture. Organizational behaviour basically defines the interaction of human beings in a given organization and analysis of individuals and groups characteristics facilitates better understanding, prediction and improvisation in work place, leading to improved performance. Workers are the pillars of the organization and his responses to other people and circumstances differ widely as per the values and the principles that he follows in his life. Each person develops certain characteristics or attitude based on certain criteria or values which is unique to him and

This paper will address why situational leadership theory is useful and relevant in developing an effective leadership culture. In addition, it will also discuss the three theories of situational leadership and what is considered to be the strengths and weaknesses of each theory when leading staff in the organizational environment.

Indeed, this significant task necessitates the significance of organizational or management leadership in the financial performance of the minority, women-led non-profits in comparison to non-profit organizations that are led by males. Even though strategic planning is one of the key factors involved in organizational leadership, it is also essential to consider other factors such as the corporate culture, the dynamics of the management group, and the manner in which the strengths and expertise of management is vital in organizational effectiveness (Schein, 2010). Therefore, the proposed study investigates the importance of organizational leadership as a vital factor in resolving the organizations’ dismal performance, e.g., the management for socio-economic education, and workforce development organizations in Philadelphia may consider conducting environmental scanning procedures such as SWOT Analysis in order to determine the opportunities available for maximizing the organizations’ effectiveness regarding the provision of service deliverables.

Although the stating of the differences in expectations for stakeholders of a nonprofit vs. for profit organizations introduces the idea of differing methods to measure the effectiveness of either a nonprofit or a for profit organization, it should be suggested the author covers that area in more detail. For example, according to Kaplan, Sawhill and Williamson, as cited by Leipnitz (2014), "financial performance is not the primary objective of NPOs (nonprofit organizations), so financial measures alone are insufficient to measure their performance. (p. 166)" Financial statements, such as a statement of cash flows or income sheet, will be useless measurement tool for a nonprofit organization to gauge the level of effectiveness in carrying out its organizational goals. Within the same article, nonprofit organizations can use satisfaction barometer tools that measures the satisfactory levels of the stakeholders in regards to the nonprofit organization's performance: "The resulting information enables firms, industries, and economic sectors to evaluate, compare, and enhance their performance. That is they offer a basis for strategic decision

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

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,

Over the years, scholars and management theorists have cultivated several leadership styles that they have encouraged people to apply and try to implement. However, most of these theories have shown various short comings. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. In detail, the paper begins with a defined introduction of what the situational leadership model is about and an interpretation of its origination. An outline of the model will follow after which a discussion about the benefits and drawbacks of this model will shortly follow.

Study in organizational culture began in the early 1980s. Organizational culture is “work group culture” and involves organization’s personality. Organizational culture includes shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values (Fred Lunenburg, Allan Ornstein, 2012, p. 55). Most organizational cultures include observed behavioral regularities, norms, dominant values, philosophy, rules, and feelings. Organizational cultures includes certain input such as the energy imported by organizations from the environment in the form of information, people, and materials (Fred Lunenburg, Allan Ornstein, 2012, p. 55). This input energy must guide organizational behavior toward shared goals and process. Organizations produce an output because of the input into the