Nonprofit Decision Making

Decision- making: Nonprofit LeadershipDEL 830: Executive Decision Making Dr. John BarnettePresented by: Dallas Bragg

Current Research

Current Research Nonprofit Organizations Nonprofit Leaders Nonprofit Decision-makingGovernment Funding Need for Talent Intuitive (Bezjian et al., 2009; Cornelius et (Boris et al., 2010) (Cornelius et al., 2011; Tucker et al., 2005) al., 2011; Inbar et al., 2010) Individual Donors Collaboration Participative(Cray et al., 2007; Bess et al., 2011) (Cray et al., 2007; Boris et al., 2007) (Bess et al., 2011; LeRoux, 2009) Generative Capacity Building Change Agent (Bess et al., 2011; (Cornelius et al., 2011; (Carlson & Donohoe, 2010; Boris et al., 2010; www.councilofnonprofits.org) Cray et al., 2007; Yaghi, 2008) Tucker et al., 2005; Vogelsang, 2008)

The Shifting NonprofitNonprofit Organizations •Government funding Government Funding accounts for 65% of (Boris et al., 2010) human service organizations’ budgets. Individual Donors (Cray et al., 2007; •Individual donors are Bess et al., 2011) being courted using diverse efforts. Capacity Building (Cornelius et al., 2011; •Federal governmentwww.councilofnonprofits.org) needs nonprofits now more than ever.

The Demand for Leaders Nonprofit Leaders •Talent over passion for Need for Talent the cause. (Cornelius et al., 2011; Tucker et al., 2005) •Collaborate to Collaborative encourage mission (Cray et al., 2007; first. Boris et al., 2007) •Transform the Change Agent institution.(Carlson & Donohoe, 2010; Cray et al., 2007; Yaghi, •Become more for- 2008) profit thinking.

Nonprofit Decisions Nonprofit Decision-making Intuitive •Intuitive decisions (Bezjian et al., 2009; based on the Cornelius et al., 2011; Inbar et al., 2010) environment. Participative •Participative decisions(Bess et al., 2011; LeRoux, 2009) to be network- Generative inclusive. (Bess et al., 2011; Boris et al., 2010; •Build a culture of Tucker et al., 2005; learning, generating, Vogelsang, 2008) and creating.

What does all of this mean?

From Individual Leaders to Decisions cannot be singular Shared Leadership(Deiser, 2008; Klein, 2009; Obolensky, 2009; Tucker et al., 2005; Uhl-Bien et al., 2010)

Nonprofit Leadership Skills Necessary for Effective Decision-making•Understand complexity and networks (Bess et al.,2011).•Transformational and transactional (Barros & Nunes,2007; LeRoux, 2009; Pfeffer & Sutton, 2006; Yaghi,2008; Useem, 2010).•Simulate decision scenarios (Cornelius et al., 2011;Klein, 2009; Lee, Oh, & Pines, 2009;Tucker et al.,2005).•Effectively balance intuition and rational reasoning(Klein, 2009; Pfeffer & Sutton, 2006; Mauboussin,2009)

ReferencesBarros, C. P. & Nunes, F. (2007). Goverance and CEO pay and performance in nonprofit organizations. International Journal of Social Economics, 34(11), 811-827. doi:10.1108/03068290710826404.Bee, K. D., Perkins, D. D., Cooper, D. G., & Jones, D. L. (2011). A heuristic framework for understanding the role of participatory decision making in community-based non-profits. American Journal of Community Psychology, 47, 236-252.Boris, E. T., de Leon, E., Roeger, K. L., & Nikolova, M. (2010). Human service nonprofits and government collaboration. Retrieved from Urban Institute website: http://www.urban.org/uploadedpdf/412228-nonprofit-government- contracting.pdfCornelius, M., Moyers, R., & Bell, J. (2011). Daring to Lead 2011. Retrieved from CompassPoint website: http://www.compasspoint.org/sites/default/files/docs/research/Daring%20to%20 Lead%202011%20Main%20Report_062211.pdfCray, D., Ingles, L., & Freeman, S. (2007). Managing the arts: Leadership and decision making under dual rationalities. Journal of Arts Management, Law, and Society, 36(4), 295-313/Lee, E., Oh, J., & Pines, E. Unknown Year. Practical managerial decision making tools: Operations research. Journal of Applied Business and Economics.Pfeffer, J. & Sutton, R. (2006). Hard facts dangerous half-truths and & total nonsense: Profiting from evidence-based management. United States of America.Inbar, Y. (2010). People’s intuition about intuitive insight and intuitive choice. Journal of Personality and Social Psychology, 99, 2, 232-247.

ReferencesKlein, G. (2009). Streetlights and shadows, searching for the keys to adaptive decision making. London, England: MIT Press.LeRoux, K. (2009). Paternalistic or participatory governance? Examining opportunities for client participation in nonprofit social service organizations. Public Administration Review, 69(3), 504-517.Mauboussin, M. (2009). Think twice, harnessing the power of counter intuition, United States of America, Harvard Business Press.Tucker, J. S., Cullen, J. C., Sinclair, R. R., & Wakeland, W. W. (2005). Dynamic systems and organizational decision-making processes in nonprofits. The Journal of Applied Behavioral Science, 41(4), 482-502.Useem, M. Decision making as a leadership function. Excerpted from Nohria, N. and Khurana, R. (2010) Handbook of leadership theory and practice: a Harvard business school colloquium. Unites States of America.Yaghi, A. (2008). Leadership values influencing decision-making: An examination of nine Islamic, Hindu, and Christian nonprofit institutions in the US. South Asian Journal of Management, 15(1), 24-41.

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Nonprofit Decision Making

by dallas bragg on Jan 22, 2012

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