Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Measuring and Valuing Social Capital: A Guide for ExecutivesSustainable Brands
The Network for Business Sustainability South Africa research team reviewed 314 studies on social capital. This report outlines the business benefits of social captial and identified measures and tools that can be used to assess the key dimensions of social capital.
Sociocracy and Holacracy, so similar and so different!
- How do their practices differ?
- What view of men and organisations are they bringing forth?
- What kind of change processes are they best aligned with?
- Are there bridges to be built between them?
- What can we learn about the evolutionary journey organisations have ahead?
Aleron (www.aleron.org) recently published a study about impact and efficiency in UK charities.
Our aim was to explore how charities are coping in the current environment and seek to understand what the key priorities are, what actions are being taken, and where there are areas of strength and weakness. We also try to understand current approaches to impact measurement. After engaging with over 100 third sector organisations, we combined feedback with our own experiences in both the third and private sectors.
The key question we have drawn from our study is: How can charities improve social impact, become more resilient, and maintain sustainability in good times and bad?
The solution lies in charities ensuring that they have all of the building blocks in place, that they are responsive to sector specific challenges, and that they embrace impact measurement. We believe that impact measurement is the key to unlocking more effective performance improvement, and ultimately improved outcomes for beneficiaries.
We hope this study will provide some clear and practical steps to improve impact and efficiencies. To have a starting point, we have included a diagnostic to identify areas of opportunity within organisations.
Essay about Organizational Structures
Different Types Of Individual Behavior
Essay about Organizational Structure
Henry Mintzberg s Organizational Archetypes
Essay about Organizational Culture
The Five Types of Organizational Structure
Levels Of Management Essay
Three Types Of Isomorphism In Business
Assignment : Types Of Business Organization
Organizational Structure Essay
Organizational Structure
Building Organizational Capacity Preview and FeedbackBonner Foundation
This session was led by Rachayita Shah and Ariane Hoy at the Bonner Fall Directors Meeting. This session previewed and gained feedback on aspects of the series designed to help upper class students (specifically juniors) understand the sectors (especially nonprofit) and how they might engage in building the capacity of an organization. This series also focuses on student career development, helping them identify future pathways.
1. Describe more fully the project for which you are applying. Des.docxSONU61709
1. Describe more fully the project for which you are applying. Describe the issue(s) your organization addresses through this project, and what specific actions you are taking to address the issues. Outline the project’s goals, activities and timelines.
Aging Latinos in Action - ALA
CCCIL is committed to developing the staff and community leadership necessary to ensure that our local aging Latino population can lead the most independent and healthy lives possible. CCCIL’s ALA initiative rests on the premise that a community rooted in a culture of independent living and health requires outreach, education, engagement, action and reflection.
ALA directly addresses CCCIL’s priority areas including 1) Developing an engaged constituency of community leaders with disabilities to act on local issues that will build and maintain a healthy, vibrant and independent community; and 2) Addressing the needs of the rapidly increasing aging population as it naturally increases in needs for disability services These two priorities are intimately interwoven as the cultural needs of specific populations including Latinos and aging adults pose unique opportunities and challenges as our nation re-invents how we look at access to care and health. Further, as disabilities are a natural part of the aging process, CCCIL is uniquely qualified to develop leadership in this area.
With investment from the UU Fund for a Just Society, CCCIL will have the opportunity to focus on the outreach, education and action that will both serve and organize a larger constituency of Monterey County’s aging Latino adults.
With the UU investment, the ALA initiative will continue its 8 month pilot project into a second year and focus on:
Outreach
July - December
Working with our community partners (including Area Agencies on Aging, service providers & churches) to invite aging Latinos to participate in ALA Health Academies
Education September - March
· How community members have made a difference in local health care policy decisions.
· On the core skills of community organizing including house meetings, power analysis, research actions, action and reflection with the support of our local IAF affiliate organization COPA – Communities Organized for Relational Public Action
· On the services provided by CCCIL – each participant will be given the information necessary to schedule an appointment with a CCCIL Advocate to develop an Independent Living plan to help them access benefits.
· In addition to the education pieces in the Health Care Academies, CCCIL may organize 1-2 workshops on specific topics identified as needs by the community that could include accessing home health care.
Engagement January - June
· Each Healthcare Academy will have an opportunity for small group meetings where participants will be asked a question such as What has been your experience accessing health care? Each group will report out to the larger group and potential areas for action will be ident ...
Christian Schussele Men of ProgressOil on canvas, 1862Coope.docxtroutmanboris
Christian Schussele Men of Progress
Oil on canvas, 1862
Cooper Union, New York, New York
Transfer from the National Gallery of Art; gift of Andrew W. Mellon, 1942
NPG.65.60
Edward Sorel, “People of Progress” 1999, Cooper Union, New York, New York
Syllabus
The clerks of the Department of State of the United States may be called upon to give evidence of transactions in the Department which are not of a confidential character.
The Secretary of State cannot be called upon as a witness to state transactions of a confidential nature which may have occurred in his Department. But he may be called upon to give testimony of circumstances which were not of that character.
Clerks in the Department of State were directed to be sworn, subject to objections to questions upon confidential matters.
Some point of time must be taken when the power of the Executive over an officer, not removable at his will, must cease. That point of time must be when the constitutional power of appointment has been exercised. And the power has been exercised when the last act required from the person possessing the power has been performed. This last act is the signature of the commission.
If the act of livery be necessary to give validity to the commission of an officer, it has been delivered when executed, and given to the Secretary of State for the purpose of being sealed, recorded, and transmitted to the party.
In cases of commissions to public officers, the law orders the Secretary of State to record them. When, therefore, they are signed and sealed, the order for their being recorded is given, and, whether inserted inserted into the book or not, they are recorded.
When the heads of the departments of the Government are the political or confidential officers of the Executive, merely to execute the will of the President, or rather to act in cases in which the Executive possesses a constitutional or legal discretion, nothing can be more perfectly clear than that their acts are only politically examinable. But where a specific duty is assigned by law, and individual rights depend upon the performance of that duty, it seems equally clear that the individual who considers himself injured has a right to resort to the laws of his country for a remedy.
The President of the United States, by signing the commission, appointed Mr. Marbury a justice of the peace for the County of Washington, in the District of Columbia, and the seal of the United States, affixed thereto by the Secretary of State, is conclusive testimony of the verity of the signature, and of the completion of the appointment; and the appointment conferred on him a legal right to the office for the space of five years. Having this legal right to the office, he has a consequent right to the commission, a refusal to deliver which is a plain violation of that right for which the laws of the country afford him a remedy.
To render a mandamus a proper remedy, the officer to whom it is directed must be one to who.
Christian EthicsChristian ethics deeply align with absolutism. E.docxtroutmanboris
Christian Ethics
Christian ethics deeply align with absolutism. Ethical absolutism claims that moral principles do exist. According to Christians, God created moral absolutes. These absolutes can be seen in God’s revelation. God’s special and general revelation reveal his moral truths. This does not mean that only Christians can understand moral truths. Because humans are made in God’s image, they can recognize moral truths even if they do not believe in God
[1]
. These absolutes were instated by God. Therefore, they apply to all of humanity. This worldview is in direct opposition to the idea of relativism. Christian ethics cannot be viewed through a relativistic point of view. According to relativism, there is no moral truths. There is no absolute distinction between right and wrong within this way of thinking. Right and wrong can be decided by individuals or groups of people. Cultures decide what is right for themselves and their way of life. Even individuals have the ability to decide their own personal moral code. This can seem somewhat reasonable at times. Some things that were considered moral or immoral in the past are viewed differently today. Even with this understanding, Christians deny the idea of relativism. Christians hold to the belief that moral truths come from God. Therefore, these truths do not change. God himself never changes; therefore, his moral truths remain the same. According to Christian ethics, mankind is expected to hold to the moral absolutes mandated by God himself. This understanding is not compatible with relativism. Relativism makes no place of a God. From a relativistic point of view, mankind decides their own morality. Right and wrong are not fixed. In Christian ethics, right and wrong are permanently decided by the God of the universe.
The subjective aspects of Christian ethics can look similar to relativism. The areas that are somewhat subjective in Christian aspects are referred to as the liberties of a Christian. There are some matters that are not said to be morally wrong in the Bible. Some see these issues to be wrong; therefore, they are. Others do not find certain issues to be morally wrong. These individuals are claiming their Christian liberty. One of these issues is drinking alcohol. Some Christians believe that ingesting any amount of alcohol is morally wrong. According to the idea of Christian liberty, it would be wrong for the individuals who hold to this belief to drink alcohol. Others do not have this conviction and are not doing wrong by consuming alcohol. On the surface, the idea of Christian liberty can seem to be related to relativism, but upon closer inspection these ideas are not closely related. Christian liberty is a Biblical concept that harmonize well with the overall message of the Bible. Relativism is nowhere found in the Bible. The Bible is clear that there are universal moral laws. These laws are placed upon humanity by God himself. There are some areas where the Bible remain.
Christian Ethics BA 616 Business Ethics Definiti.docxtroutmanboris
Christian Ethics
BA 616 Business Ethics
Definition of Christian Ethics
A system of values based upon the Judeo/Christian Scriptures
Principles of behavior in concordance with the behaviors of Christian teachings
Standards of thought and behavior as taught by Jesus.
Discussion
What are some of the “ethical” attributes presented in the teachings of Jesus?
What are some ethical attributes presented in the teachings of other religious persons?
Quotes about Christian Ethics
Quotes on Christian Ethics
Recognize the value of work
“And when you reap the harvest of your land, you shall not reap your field right up to its edge, nor shall you gather the gleanings after your harvest. You shall leave them for the poor and for the sojourner: I am the Lord your God.” (Leviticus 23:22).
Do not give the poor the food, rather allow the poor to work for themselves
Discussion
What are examples of the value of work?
Today, some U.S. state governors are trying to get those “able bodied” individuals to work for welfare. They are meeting great resistance politically, why do you think this is?
The value of work
Confirmed by Elton Mayo
Fulfills social, psychological and economic needs of the individual
“If a man will not work, he shall not eat” (2 Thessalonians 3:10)
Christian Ethics
The fruit of a people that have inwardly committed their lives to Christ and are outwardly aligning their actions with His teachings.
“May the favor of the Lord our God rest on us; establish the work of our hands for us— yes, establish the work of our hands” (Psalms. 90:17).
Employees with a Christian Code of Ethics
Welcome accountability
Happy to show their efforts
A system of checks and balances
Sees possible training moment
Fosters collaboration with management
“Those who work their land will have abundant food, but those who chase fantasies have no sense” (Proverbs 12:11)
Employees with a Christian Code of Ethics
Not motivated by greed
Work is its own reward
Measure success in a non-monetary way
Seek payment for the work they do
Money is second to obedience
“Whatever you do, work at it with all your heart, as working for the Lord, not for human masters” (Colossians 3:23).
Employees with a Christian Code of Ethics
Are highly productive
Are work focused
Work hard throughout the day
Find value in completing assigned tasks
Understand that they are there to work
“Diligent hands will rule, but laziness ends in forced labor” (Proverbs 12:24).
Employees with a Christian Code of Ethics
Have a strong work ethic
Believe in a Biblical perspective of work
Reliable
Recognize the value of work
Relate their job to their faith
“All hard work brings a profit, but mere talk leads only to poverty” (Proverbs 14:23)
Employees with a Christian Code of Ethics
Bring a cooperative spirit to the workplace
Supportive of management
Strong contribu.
CHPSI think you made a really good point that Howard lacks poli.docxtroutmanboris
CH/PS
I think you made a really good point that Howard lacks political aspects-especially for presidency. I have no heard his speeches quite yet (since I tend to stray away from politics altogether because people are so aggressive), do you think he is a great leader-type and is he charismatic at all? Great leaders, especially for presidency, should be honest, charismatic, and not only cater to the audience's needs but to the entire country's needs without sugar coating things.
Also, I am not sure what you mean by "In order to improve his leadership style, Jeff should change his model of carrying out business activities. This is because it can be copied and imitated by other companies (Mauri, 2016)".- how can it be imitted by other companies? In what way?
Do you think Jeff Bezos is a bad leader? and why?
CH/AR
I found your comparison of Howard Schultz and Jeff Bezos interesting and compelling. When I was looking at the list of leaders to select from, it was staggering to me how many of the corporate leaders have run or are planning to run for political office. I'm not sure, given our current political environment, that running a large corporation is the right background and experience for the leader of the United States. We'll see what happens in the next year and a half!
Amazon is an amazing, transformative company to watch. I work in the financial services industry and one of our leaders recently described our competition not as other financial services firms but as Amazon. Financial services firms pretty much all offer the same products and services and at a very reasonable price point. Amazon, however, has excelled in service delivery. I would imagine that at sometime in the future, Amazon will partner with a financial service firm to deliver products and services. I'll admit that I was and still am skeptical about Amazon's purchase of Whole Foods, but Bezos seems to be up for trying just about anything.
In your analysis of the two leaders, you didn't mention directly the challenges faced by either the leaders or the organization. Last year, Starbucks was all over the news regarding the incident involving two African American gentlemen and how they were treated by a manger at Starbucks. I'm curious how you or others in the class through about how Schultz led the organization through that crisis. Bezos, as well, has not been immune to controversy with his recent affair and divorce becoming public. How do the personal lives and behaviors of leader impact the organizations they lead? Should it matter?
SO
The first leader I chose to research is Sundar Pichai, the CEO of Google. Sundar began to show in interest in technology at an early age, and eventually earned a degree in Metallurgy, and an M.B.A from the Wharton School of the University of Pennsylvania. He then began working at Google in 2004 as the head of product management and development (Shepherd). From there, he assisted in the development of many different departme.
Measuring and Valuing Social Capital: A Guide for ExecutivesSustainable Brands
The Network for Business Sustainability South Africa research team reviewed 314 studies on social capital. This report outlines the business benefits of social captial and identified measures and tools that can be used to assess the key dimensions of social capital.
Sociocracy and Holacracy, so similar and so different!
- How do their practices differ?
- What view of men and organisations are they bringing forth?
- What kind of change processes are they best aligned with?
- Are there bridges to be built between them?
- What can we learn about the evolutionary journey organisations have ahead?
Aleron (www.aleron.org) recently published a study about impact and efficiency in UK charities.
Our aim was to explore how charities are coping in the current environment and seek to understand what the key priorities are, what actions are being taken, and where there are areas of strength and weakness. We also try to understand current approaches to impact measurement. After engaging with over 100 third sector organisations, we combined feedback with our own experiences in both the third and private sectors.
The key question we have drawn from our study is: How can charities improve social impact, become more resilient, and maintain sustainability in good times and bad?
The solution lies in charities ensuring that they have all of the building blocks in place, that they are responsive to sector specific challenges, and that they embrace impact measurement. We believe that impact measurement is the key to unlocking more effective performance improvement, and ultimately improved outcomes for beneficiaries.
We hope this study will provide some clear and practical steps to improve impact and efficiencies. To have a starting point, we have included a diagnostic to identify areas of opportunity within organisations.
Essay about Organizational Structures
Different Types Of Individual Behavior
Essay about Organizational Structure
Henry Mintzberg s Organizational Archetypes
Essay about Organizational Culture
The Five Types of Organizational Structure
Levels Of Management Essay
Three Types Of Isomorphism In Business
Assignment : Types Of Business Organization
Organizational Structure Essay
Organizational Structure
Building Organizational Capacity Preview and FeedbackBonner Foundation
This session was led by Rachayita Shah and Ariane Hoy at the Bonner Fall Directors Meeting. This session previewed and gained feedback on aspects of the series designed to help upper class students (specifically juniors) understand the sectors (especially nonprofit) and how they might engage in building the capacity of an organization. This series also focuses on student career development, helping them identify future pathways.
1. Describe more fully the project for which you are applying. Des.docxSONU61709
1. Describe more fully the project for which you are applying. Describe the issue(s) your organization addresses through this project, and what specific actions you are taking to address the issues. Outline the project’s goals, activities and timelines.
Aging Latinos in Action - ALA
CCCIL is committed to developing the staff and community leadership necessary to ensure that our local aging Latino population can lead the most independent and healthy lives possible. CCCIL’s ALA initiative rests on the premise that a community rooted in a culture of independent living and health requires outreach, education, engagement, action and reflection.
ALA directly addresses CCCIL’s priority areas including 1) Developing an engaged constituency of community leaders with disabilities to act on local issues that will build and maintain a healthy, vibrant and independent community; and 2) Addressing the needs of the rapidly increasing aging population as it naturally increases in needs for disability services These two priorities are intimately interwoven as the cultural needs of specific populations including Latinos and aging adults pose unique opportunities and challenges as our nation re-invents how we look at access to care and health. Further, as disabilities are a natural part of the aging process, CCCIL is uniquely qualified to develop leadership in this area.
With investment from the UU Fund for a Just Society, CCCIL will have the opportunity to focus on the outreach, education and action that will both serve and organize a larger constituency of Monterey County’s aging Latino adults.
With the UU investment, the ALA initiative will continue its 8 month pilot project into a second year and focus on:
Outreach
July - December
Working with our community partners (including Area Agencies on Aging, service providers & churches) to invite aging Latinos to participate in ALA Health Academies
Education September - March
· How community members have made a difference in local health care policy decisions.
· On the core skills of community organizing including house meetings, power analysis, research actions, action and reflection with the support of our local IAF affiliate organization COPA – Communities Organized for Relational Public Action
· On the services provided by CCCIL – each participant will be given the information necessary to schedule an appointment with a CCCIL Advocate to develop an Independent Living plan to help them access benefits.
· In addition to the education pieces in the Health Care Academies, CCCIL may organize 1-2 workshops on specific topics identified as needs by the community that could include accessing home health care.
Engagement January - June
· Each Healthcare Academy will have an opportunity for small group meetings where participants will be asked a question such as What has been your experience accessing health care? Each group will report out to the larger group and potential areas for action will be ident ...
Christian Schussele Men of ProgressOil on canvas, 1862Coope.docxtroutmanboris
Christian Schussele Men of Progress
Oil on canvas, 1862
Cooper Union, New York, New York
Transfer from the National Gallery of Art; gift of Andrew W. Mellon, 1942
NPG.65.60
Edward Sorel, “People of Progress” 1999, Cooper Union, New York, New York
Syllabus
The clerks of the Department of State of the United States may be called upon to give evidence of transactions in the Department which are not of a confidential character.
The Secretary of State cannot be called upon as a witness to state transactions of a confidential nature which may have occurred in his Department. But he may be called upon to give testimony of circumstances which were not of that character.
Clerks in the Department of State were directed to be sworn, subject to objections to questions upon confidential matters.
Some point of time must be taken when the power of the Executive over an officer, not removable at his will, must cease. That point of time must be when the constitutional power of appointment has been exercised. And the power has been exercised when the last act required from the person possessing the power has been performed. This last act is the signature of the commission.
If the act of livery be necessary to give validity to the commission of an officer, it has been delivered when executed, and given to the Secretary of State for the purpose of being sealed, recorded, and transmitted to the party.
In cases of commissions to public officers, the law orders the Secretary of State to record them. When, therefore, they are signed and sealed, the order for their being recorded is given, and, whether inserted inserted into the book or not, they are recorded.
When the heads of the departments of the Government are the political or confidential officers of the Executive, merely to execute the will of the President, or rather to act in cases in which the Executive possesses a constitutional or legal discretion, nothing can be more perfectly clear than that their acts are only politically examinable. But where a specific duty is assigned by law, and individual rights depend upon the performance of that duty, it seems equally clear that the individual who considers himself injured has a right to resort to the laws of his country for a remedy.
The President of the United States, by signing the commission, appointed Mr. Marbury a justice of the peace for the County of Washington, in the District of Columbia, and the seal of the United States, affixed thereto by the Secretary of State, is conclusive testimony of the verity of the signature, and of the completion of the appointment; and the appointment conferred on him a legal right to the office for the space of five years. Having this legal right to the office, he has a consequent right to the commission, a refusal to deliver which is a plain violation of that right for which the laws of the country afford him a remedy.
To render a mandamus a proper remedy, the officer to whom it is directed must be one to who.
Christian EthicsChristian ethics deeply align with absolutism. E.docxtroutmanboris
Christian Ethics
Christian ethics deeply align with absolutism. Ethical absolutism claims that moral principles do exist. According to Christians, God created moral absolutes. These absolutes can be seen in God’s revelation. God’s special and general revelation reveal his moral truths. This does not mean that only Christians can understand moral truths. Because humans are made in God’s image, they can recognize moral truths even if they do not believe in God
[1]
. These absolutes were instated by God. Therefore, they apply to all of humanity. This worldview is in direct opposition to the idea of relativism. Christian ethics cannot be viewed through a relativistic point of view. According to relativism, there is no moral truths. There is no absolute distinction between right and wrong within this way of thinking. Right and wrong can be decided by individuals or groups of people. Cultures decide what is right for themselves and their way of life. Even individuals have the ability to decide their own personal moral code. This can seem somewhat reasonable at times. Some things that were considered moral or immoral in the past are viewed differently today. Even with this understanding, Christians deny the idea of relativism. Christians hold to the belief that moral truths come from God. Therefore, these truths do not change. God himself never changes; therefore, his moral truths remain the same. According to Christian ethics, mankind is expected to hold to the moral absolutes mandated by God himself. This understanding is not compatible with relativism. Relativism makes no place of a God. From a relativistic point of view, mankind decides their own morality. Right and wrong are not fixed. In Christian ethics, right and wrong are permanently decided by the God of the universe.
The subjective aspects of Christian ethics can look similar to relativism. The areas that are somewhat subjective in Christian aspects are referred to as the liberties of a Christian. There are some matters that are not said to be morally wrong in the Bible. Some see these issues to be wrong; therefore, they are. Others do not find certain issues to be morally wrong. These individuals are claiming their Christian liberty. One of these issues is drinking alcohol. Some Christians believe that ingesting any amount of alcohol is morally wrong. According to the idea of Christian liberty, it would be wrong for the individuals who hold to this belief to drink alcohol. Others do not have this conviction and are not doing wrong by consuming alcohol. On the surface, the idea of Christian liberty can seem to be related to relativism, but upon closer inspection these ideas are not closely related. Christian liberty is a Biblical concept that harmonize well with the overall message of the Bible. Relativism is nowhere found in the Bible. The Bible is clear that there are universal moral laws. These laws are placed upon humanity by God himself. There are some areas where the Bible remain.
Christian Ethics BA 616 Business Ethics Definiti.docxtroutmanboris
Christian Ethics
BA 616 Business Ethics
Definition of Christian Ethics
A system of values based upon the Judeo/Christian Scriptures
Principles of behavior in concordance with the behaviors of Christian teachings
Standards of thought and behavior as taught by Jesus.
Discussion
What are some of the “ethical” attributes presented in the teachings of Jesus?
What are some ethical attributes presented in the teachings of other religious persons?
Quotes about Christian Ethics
Quotes on Christian Ethics
Recognize the value of work
“And when you reap the harvest of your land, you shall not reap your field right up to its edge, nor shall you gather the gleanings after your harvest. You shall leave them for the poor and for the sojourner: I am the Lord your God.” (Leviticus 23:22).
Do not give the poor the food, rather allow the poor to work for themselves
Discussion
What are examples of the value of work?
Today, some U.S. state governors are trying to get those “able bodied” individuals to work for welfare. They are meeting great resistance politically, why do you think this is?
The value of work
Confirmed by Elton Mayo
Fulfills social, psychological and economic needs of the individual
“If a man will not work, he shall not eat” (2 Thessalonians 3:10)
Christian Ethics
The fruit of a people that have inwardly committed their lives to Christ and are outwardly aligning their actions with His teachings.
“May the favor of the Lord our God rest on us; establish the work of our hands for us— yes, establish the work of our hands” (Psalms. 90:17).
Employees with a Christian Code of Ethics
Welcome accountability
Happy to show their efforts
A system of checks and balances
Sees possible training moment
Fosters collaboration with management
“Those who work their land will have abundant food, but those who chase fantasies have no sense” (Proverbs 12:11)
Employees with a Christian Code of Ethics
Not motivated by greed
Work is its own reward
Measure success in a non-monetary way
Seek payment for the work they do
Money is second to obedience
“Whatever you do, work at it with all your heart, as working for the Lord, not for human masters” (Colossians 3:23).
Employees with a Christian Code of Ethics
Are highly productive
Are work focused
Work hard throughout the day
Find value in completing assigned tasks
Understand that they are there to work
“Diligent hands will rule, but laziness ends in forced labor” (Proverbs 12:24).
Employees with a Christian Code of Ethics
Have a strong work ethic
Believe in a Biblical perspective of work
Reliable
Recognize the value of work
Relate their job to their faith
“All hard work brings a profit, but mere talk leads only to poverty” (Proverbs 14:23)
Employees with a Christian Code of Ethics
Bring a cooperative spirit to the workplace
Supportive of management
Strong contribu.
CHPSI think you made a really good point that Howard lacks poli.docxtroutmanboris
CH/PS
I think you made a really good point that Howard lacks political aspects-especially for presidency. I have no heard his speeches quite yet (since I tend to stray away from politics altogether because people are so aggressive), do you think he is a great leader-type and is he charismatic at all? Great leaders, especially for presidency, should be honest, charismatic, and not only cater to the audience's needs but to the entire country's needs without sugar coating things.
Also, I am not sure what you mean by "In order to improve his leadership style, Jeff should change his model of carrying out business activities. This is because it can be copied and imitated by other companies (Mauri, 2016)".- how can it be imitted by other companies? In what way?
Do you think Jeff Bezos is a bad leader? and why?
CH/AR
I found your comparison of Howard Schultz and Jeff Bezos interesting and compelling. When I was looking at the list of leaders to select from, it was staggering to me how many of the corporate leaders have run or are planning to run for political office. I'm not sure, given our current political environment, that running a large corporation is the right background and experience for the leader of the United States. We'll see what happens in the next year and a half!
Amazon is an amazing, transformative company to watch. I work in the financial services industry and one of our leaders recently described our competition not as other financial services firms but as Amazon. Financial services firms pretty much all offer the same products and services and at a very reasonable price point. Amazon, however, has excelled in service delivery. I would imagine that at sometime in the future, Amazon will partner with a financial service firm to deliver products and services. I'll admit that I was and still am skeptical about Amazon's purchase of Whole Foods, but Bezos seems to be up for trying just about anything.
In your analysis of the two leaders, you didn't mention directly the challenges faced by either the leaders or the organization. Last year, Starbucks was all over the news regarding the incident involving two African American gentlemen and how they were treated by a manger at Starbucks. I'm curious how you or others in the class through about how Schultz led the organization through that crisis. Bezos, as well, has not been immune to controversy with his recent affair and divorce becoming public. How do the personal lives and behaviors of leader impact the organizations they lead? Should it matter?
SO
The first leader I chose to research is Sundar Pichai, the CEO of Google. Sundar began to show in interest in technology at an early age, and eventually earned a degree in Metallurgy, and an M.B.A from the Wharton School of the University of Pennsylvania. He then began working at Google in 2004 as the head of product management and development (Shepherd). From there, he assisted in the development of many different departme.
Chosen brand CHANELStudents are required to research a fash.docxtroutmanboris
Chosen brand:
CHANEL
Students are required to research a fashion brand of their choice and analyze its positioning strategy in the market.
● The report will assess students’ ability to collect data, in an efficient manner and use this data to scrutinise the marketing aspects of a fashion brand.
● The report will be covering the following subjects:
1. Analysis Of The Macro And Micro-environment of the brand.
2. Positioning Strategy Of The Brand: Target Customer(Pen Portrait)
3. Competitor Analysis.
4. Critical evaluation of the marketing communications strategy of the brand
supporting the development of the individual report, using relevant PRIMARY and SECONDARY RESEARCH.
NB: Please kindly devise a survey (Google forms) and make up some responses to it so as to then incorporate PRIMARY results into the report. Thanks
see attached file
word count: 2000 words
.
Chose one person to reply to ALBORES 1. Were Manning’s acti.docxtroutmanboris
Chose one person to reply to:
ALBORES
1. Were Manning’s actions legal under the Foreign Corrupt Practices Act, and what are the possible penalties for violating the act?
The Foreign Corrupt Practices Act states (1977) “It shall be unlawful for any issuer...to offer, payment, promise to pay, or authorization of the payment of any money, or offer, gift, promise to give... “. Manning assumed the duty of an issuer because he attended dinner with the prime minister to discuss the contract. Then, Manning offered to fly the prime minister to New York, which he then promised to pay for all of the prime minister's expenses. However, according to the Foreign Corrupt Practices Act (1977) a promise or offer is acceptable if the expense was ”reasonable and bona fide expenditure, such as travel and lodging expenses, incurred by or on behalf of a foreign official… was directly related to the promotion, demonstration, or explanation of products or services”. Manning promised to fly out the prime minister because he wanted to “discuss business further” (UMUC, 2019). Further, Manning used company funds to take the prime minister to luxurious activities and restaurants because he wanted to retain the contract from the prime minister.
Even though Manning did not directly give money to the prime minister, he authorized payment for the prime minster’s two-week stay, which did not involve discussing the contract. Out of the two weeks, business was only conducted for a day. In addition, Manning can be held responsible for bribing the customs officials at Neristan. According to the Foreign Corrupt Practices Act (1977), it is unlawful to influence “any act or decision of such foreign official in his official capacity... omit to do any act in violation of the lawful duty of such official”. Manning influenced the customs officials because Manning gave each custom official $100 to clear the shipment. Custom officials act on behalf of the Neristan government and sometimes require large shipments to be inspected. Manny will likely be held responsible for offering payment to the customs officials in exchange for expediting the company’s shipment.
If Manning violated the Foreign Corrupt Practices Act, he could face imprisonment. Also, the company may have to pay the penalty. The penalty for violating the act is “a fine of up to $2 million per violation. Likewise, an individual may face up to five years in prison and/or a fine of $250,000 per violation of the anti-bribery provision” (Woody, 2018, p. 275).
2. Were Manning’s actions legal under the UK Bribery Act and what are the possible penalties for violating the act?
Based on the UK Bribery Act (2010), an individual is guilty of bribing an official if “intention is to influence F (government official) in F's capacity as a foreign public official...intend to obtain or retain business, or an advantage in the conduct of business.”. Manning bribed the prime minister because he stated: “If, after we are done conducting busi.
Choosing your literary essay topic on Disgrace by J. M. Coetzee .docxtroutmanboris
Choosing your literary essay topic on
Disgrace
by J. M. Coetzee is the first step to writing your literary analysis paper.
After reading the novel, you should be able to decide in which direction you'd like to take your paper.
Topics/ approaches
(Focus on only one of the following, though some may overlap):
Analyze one of the minor characters, such as Petrus.
Example
: Analyze not only the chosen characters' personality but also what role they played in advancing the overall theme of the novel.
The protagonist's conflict, the hurdles to be overcome, and how he resolves it.
Examples:
It could be hope for change, both in South Africa and in David Lurie. OR: the disgrace David Lurie has suffered over the affair with a student and how that matches the disgrace South Africa has suffered through apartheid.
The function of setting to reinforce theme and characterization.
Example
: post-apartheid South Africa is a setting arguably more important than anything else in the novel. Your outside sources would be a bit of history concerning apartheid.The use of literary devices to communicate theme: imagery, metaphor, symbolism, foreshadowing, irony
Symbolism in the novel--
Examples:
Determine if David Lurie represents the old, white authorities of South Africa, while Lucy represents the new white people of South Africa. OR: Analyze what dogs symbolize in this story. Another example: What is symbolized by the opera David Lurie is writing on Byron?
Careful examination of one or more central scenes and its/their crucial role in plot development, resolution of conflict, and exposition of the theme.
Example:
Analyze one or more scenes in which hope that change for the better is possible through a character's remorse and subsequent action, for example, the scene in which David Lurie apologizes to the parents OR the scene in which Lucy gets raped.
The possible issue to be addressed in introduction or conclusion:
Characteristics that make the work typical (or atypical) of the period, the setting, or the author that produced it. For this information, you must go to a library database (you must read "How to Access Miami Dade Databases" if you don't know how) or a valid search site, such as Google Scholar (there is often a fee for this one).
Do
not
open or close with biographical material on the author. Biographical material is important as it influences the author’s writing only and should not be a focus of your paper.
Guidelines for Literary Essay
Be aware that you will be writing about a novel, which in its broadest sense is any extended fictional narrative almost always in prose, in which the representation of character is often the focus. Good authors use the elements of fiction, such as plot, theme, setting etc. purposefully, with a very clear goal in mind. One of the paths to literary analysis is to discover what the author's purpose is with each of his choices. Avoid the problem th.
Choosing your Philosophical Question The Final Project is an opp.docxtroutmanboris
Choosing your Philosophical Question
The Final Project is an opportunity for you to investigate one of the discussion questions to a much greater degree than in the forums. For your Final Project you will choose a philosophical question (stage 1), conduct an analysis of the claims and arguments relevant to the question by reading the primary texts of the philosopher (stage 2), and then take a position on the chosen question and offer an argument in support of your position (stage 3).
For this first stage of your Final Project assignment, (a) choose a question that appears as a discussion question (listed below, with some exceptions). You may choose one that you have previously begun to answer in the discussion forums, or one that you have yet to consider, then (b) explain briefly why you are interested in exploring this philosopher, the primary text and the question further. Submit this assignment on a Word .docx.
Week Four: Philosopher: Thomas Aquinas, Primary Text: Summa Theologica, Part 1, Question 2, Article 1-3
Q1. Does God really exist?
Question to write on, and answer the question fully in all its parts. Be mindful of the question. You are making a claim about something and offering support for it. Try to use examples from the Primary Texts you have read and/or your own experiences in that support.
DISCUSSION QUESTION CHOICE #1: Philosophy of Religion. Study Aquinas' five "ways" of demonstrating God's existence in the learning resources then engage in the study of ontology by examining your belief in God:
Answer the question: Does God really exist?
Use Aquinas and your own reasoning in your argument.
Kreeft, Peter. A Shorter Summa: The Essential Philosophical Passages of St. Thomas Aquinas'
Summa Theologica, Ignatius Press (San Francisco, 1993), chapter II.
Summa Theologica, Part 1, Question 2, Articles 1-3
The Existence of God
Because the chief aim of sacred doctrine is to teach the knowledge of God, not only as He is in
Himself, but also as He is the beginning of things and their last end, and especially of rational
creatures, as is clear from what has been already said, therefore, in our endeavor to expound this
science, we shall treat: (1) Of God; (2) Of the rational creature’s advance towards God; (3) Of
Christ, Who as man, is our way to God.
In treating of God there will be a threefold division: For we shall consider (1) Whatever concerns
the Divine Essence; (2) Whatever concerns the distinctions of Persons; (3) Whatever concerns the
procession of creatures from Him
Concerning the Divine Essence, we must consider: (1) Whether God exists? (2) The manner of His
existence, or, rather, what is not the manner of His existence; (3) Whatever concerns His
operations — namely, His knowledge, will, power.
Concerning the first, there are three points of inquiry: (1) Whether the proposition “God exists” is
self-evident? (2) Whether it is demonstrable? (3) Whether God exists?-
FIRST ARTICLE
Whether the Existence .
Choosing Your Research Method in a NutshellBy James Rice and.docxtroutmanboris
Choosing Your Research Method in a Nutshell
By James Rice and Marilyn K. Simon
Research Method Brief Type
Action research Participatory ‐ problem identification, solution,
solution review
III
Appreciative inquiry Helps groups identify solutions III, IV
Case Study research Group observation to determine how and why a
situation exists
III
Causal‐comparative research Identify causal relationship among variable that
can't be controlled
IV
Content analysis Analyze text and make inferences IV
Correlational research Collect data and determine level of correlation
between variables
I
Critical Incident technique Identification of determining incident of a critical
event
III
Delphi research Analysis of expert knowledge to forecast future
events
I, IV
Descriptive research Study of "as is" phenomena I
Design based research/ decision analysis Identify meaningful change in practices II
Ethnographic Cultural observation of a group
Evaluation research Study the effectiveness of an intervention or
program
IV
Experimental research Study the effect of manipulating a variable or
variables
II
Factor analysis Statistically assess the relationship between large
numbers of variables
I
Grounded Theory Produce a theory that explains a process based on
observation
III, IV
Hermeneutic research Study the meaning of subjects/texts (exegetics is
text only) by concentrating on the historical
meaning of the experience and its developmental
and cumulative effects on the individual and society
III
Historical research historical data collection and analysis of person or
organization
IV
Meta‐analysis research Seek patterns in data collected by other studies and
formulate principals
Narrative research Study of a single person's experiences
Needs assessment Systematic process of determine the needs of a
defined demographic population
Phenomenography Answer questions about thinking and learning
Phenomenology Make sense of lived experiences of participants
regarding a specified phenomenon.
III, IV
Quasi‐experimental Manipulation of variables in populations without
benefit of random assignment or control group.
II
Q‐method A mixed‐method approach to study subjectivity ‐
patterns of thought
I
Regression‐discontinuity design (RD) Cut‐off score assignment of participants to group
(non‐random) used to study effectiveness of an
intervention
II
Repertory grid analysis Interview process to determine how a person
interprets the meaning of an experience
I
Retrospective record review Study of historic data collected about a prior
intervention (both effected and control group)
II
Semiology Studies the meaning of symbols II, III
Situational analysis Post‐modernist approach to grounded theory
(holistic view rather than isolated variables) by
studying lived experiences around a phenomenon
Trend Analysis research Formulate a f.
Choose two of the systems (education, work, the military, and im.docxtroutmanboris
Choose
two
of the systems (education, work, the military, and immigration). Explain how they fit into the domain of social work and the social justice issues social workers should be aware of in these systems.
How does the education, military, workplace, or immigration system rely on social workers?
What is one social justice issue found in education, the military, the workplace, or immigration that influences the practice of social work?
.
Choose two disorders from the categories presented this week.C.docxtroutmanboris
Choose
two disorders from the categories presented this week.
Create
a 15- to 20-slide Microsoft® PowerPoint® presentation that includes the following:
Describes the disorders and explains their differences
Discusses how these disorders are influenced by the legal system
Discusses how the legal system is influenced by these disorders
Include
a minimum of two peer-reviewed sources.
Format
your presentation consistent with APA guidelines.
Submit
your assignment.
*3 slides on How is the legal system influenced by schizophrenia with speaker notes*
.
Choose ONE of the following topics Length 750-900 words, .docxtroutmanboris
Choose
ONE
of the following topics
Length:
750-900 words, double spaced, 12 pt. font
Identify the different forms of religious groups that are comprised in the typology outlined by the classic sociologists of religion. Explain the basic characteristics of each and provide examples.
Establish a distinction between the popular misuses of the term "myth" and its meaning in the scholarly context of Religious Studies. Explain the functions of myth according to the scholar Joseph Campbell.
.
Choose one of the following topicsAmerica A Narrative.docxtroutmanboris
Choose
one
of the following topics
America: A Narrative History
notes Thomas Jefferson's election to the presidency set the tone of "republican simplicity". In what ways was this still true in 1850 following the "Market Revolution" and in what ways was it not?
Connect the technological improvements in water transportation of the early 19th century to the territory acquired in the LA Purchase.
.
Choose one of the following topics below. Comparecont.docxtroutmanboris
Choose
one
of the following topics below.
Compare/contrast the role women played in Puritan Society in colonial Massachusetts with their role in the Great Awakening of the 18th century.
Why is the Declaration of Independence considered historically as a product of the Age of Enlightenment?
500 words
.
Choose one of the following topics below. Comparecon.docxtroutmanboris
Choose
one
of the following topics below.
Compare/contrast the role women played in Puritan Society in colonial Massachusetts with their role in the Great Awakening of the 18th century.
Why is the Declaration of Independence considered historically as a product of the Age of Enlightenment?
requirement of this assignment
Write a 500 word essay
.
Choose one of the states of RacialCultural Identity Development.docxtroutmanboris
Choose one of the states of Racial/Cultural Identity Developmental Model and reflect on how you will intervine with a client in that stage.
Stages:
Conformity
Dissonance and Appreciating
Resistance and immersion
Introspection
Integrative Awareness
.
Choose one of the following topicsNative AmericansWomenEnvi.docxtroutmanboris
Choose
one of the following topics:
Native Americans
Women
Environment
Latin Americans
Sexual liberation
Read
at least three different newspaper articles between 1968 and 1980 that cover important changes affecting your topic. In the University Library, use the ProQuest
®
historical newspaper archive (available under
General Resources > ProQuest >
Advanced Search
>
Search Options
>
Source Type
), which includes the following major newspapers, among others:
New York Times
Washington Post
Wall Street Journal
Los Angeles Times
Christian Science Monitor
Write
a 700- to 1,050-word paper in which you describe the status of the chosen group or idea and how that group or idea was affected by the changes brought about during the 1960s. Include information gleaned from the newspaper articles as well as other material.
.
Choose one of the following films for review (with faculty’s appro.docxtroutmanboris
Choose
one of the following films for review (with faculty’s approval). Put yourself in the movie by choosing one character to follow. What cultural issues would you face? What are cultural challenges? Write a short paper describing the film and your observations. Present your findings in class.
•
Secret Lives of Bees
•
Chocolate
•
Under the Same Moon
•
Maid in Manhattan
•
Walk in the Clouds
•
Get Rich or Die Trying (Gang Culture
) "I like this one"
•
Mu
lan
•
Mississippi Burning
•
A Time to Kill - "
I Also like this one
"
•
Only Fools Rush In
.
Choose and complete one of the two assignment options.docxtroutmanboris
Choose
and
complete
one of the two assignment options:
Option 1: Forecasting Comparison Presentation
Identify
a state, local, or federal policy that impacts your organization or community.
Create
an 8- to 10-slide Microsoft® PowerPoint® presentation in which you complete the following:
Describe how forecasting can be used to implement this policy and highlight any limitations of the usage of forecasting.
Compare and contrast the different forms of forecasting used to aid decision-makers when evaluating policy outcomes.
Discuss the types of information needed to ensure forecasts are accurate.
Analyze the relationship between forecasting, monitoring of observed policy outcomes, and normative futures in goals and agenda setting.
Include
speaker notes with each slide. The presentation should also contain and at least four peer-reviewed references from the University Library.
I live in Lawrence, KS if you can find a policy within this community.
.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
1. 60
CHAPTER FOUR
ORGANIZATIONAL STRUCTURE
S outhend Community Services (SCS) was founded in 1974 to
serve the residents of one of the most disadvantaged
neighborhoods in Hartford, Connecticut, and developed a strong
track
record as a provider of quality programs for clients of all
ages.1 In 2000, the city obtained a
multimillion dollar, fi ve-year Youth Opportunities grant from
the U.S. Department of Labor and
chose SCS as the key contractor to provide services. The
program was designed to keep in-school
youth on track, lead out-of-school youth back to school or
alternative ways to earn a diploma,
and help older youth make transitions to college or full-time
employment.2 The contract allowed
SCS to expand its work with at-risk youth, and by 2004, the
organization was running mul-
tiple programs for young children, youth, and the elderly
throughout the city. In 2005, however,
it faced the expiration of the Youth Opportunities money, with
no possibility of renewal. This
would eliminate 40 percent of the organization’s budget. After
an analysis of community needs
and the organization’s internal strengths, it was determined that
the organization would be most
effective if it focused only on youth job training programs and
eliminated services to young children
2. and the elderly. Services for youth were reorganized into fi ve
separate tracks, created to meet the
circumstances and needs of discrete participant groups, and the
organization was renamed Our
Piece of the Pie. It was also determined that more and better
performance data were needed to
expand reach and results, and consequently a new information
technology system was acquired.
Three of the programs not focused on youth were moved to
other organizations or spun off.
A fourth program, child care, was refocused to support the
youth job program. After the reorga-
nization, an extensive public information and education
campaign was launched to secure new
funding, and by 2008, the organization had replaced the lost
contract dollars as well as the
money previously brought in by its other three programs.3
Figure 4.1 shows the reorganization
of the programs.
c04.indd 60c04.indd 60 08/05/12 4:09 PM08/05/12 4:09
PM
Tschirhart, Mary, and Wolfgang Bielefeld. Managing Nonprofit
Organizations, Wiley, 2012. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/sjsu/detail.action?docID=8
36561.
Created from sjsu on 2018-08-09 19:15:06.
C
op
yr
ig
4. capabilities to meet
youth participant
childcare needs
• Senior Center
• Elderly Support Services
Case management
Training/employment
• Our Piece of the Pie ®
• Youth Chore
• Hartford AmeriCorps
Educational services
• Former YO! services
Support services
•
Childcare
• Preschool Childcare
• After-School Childcare
SCS decided to adapt one of its non-youth programs to
support the new mission and to exit the remaining three.
Exit
5. FIGURE 4.1. REORGANIZATION OF SOUTHEND
COMMUNITY SERVICES
Source: “Our Piece of the Pie (formerly Southend Community
Services): Making the Biggest
Difference in Hartford,” April 2006. Reprinted by permission of
The Bridgespan Group.
As the experience of Southend Community Services and Our
Piece of the Pie
shows, nonprofi t organizations need to fi gure out how best to
deliver their pro-
grams and services. These decisions will have effects on the
arrangement and
operations of the various units and other elements that make up
the organization.
A nonprofi t’s structure is designed and created during the
founding of the orga-
nization and then evolves, or is reorganized, continuously from
that point on. At
times, in fact, reorganization may be critical for a nonprofi t’s
success or survival.
As a result, nonprofi t managers must understand the structure
of their organiza-
tions, the consequences of this structure for their organizations,
and the structural
alternatives available should the need for reorganization arise.
In this chapter we examine an important aspect of nonprofi ts,
the confi guration
and design of their structures. Many nonprofi t organizations
have an organizational
c04.indd 61c04.indd 61 08/05/12 4:09 PM08/05/12 4:09
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7. ed
.
62 Managing Nonprofi t Organizations
chart, such as the one shown for Southend Community Services
in Figure 4.1. These
charts show the various units or departments that make up the
organization and
indicate how they are related to each other. We can think of
this as a simple visual
representation of the organization’s structure that helps to
answer the question, How
should we organize ourselves to get our work done? This is far
from a simple question,
and organizational structure goes far beyond the organizational
chart. This chapter
reviews the many dimensions of structure that affect how a
nonprofi t’s work gets done.
We take the position that nonprofi t organizations operate in
many different contexts
and engage in an almost endless array of activities. Therefore
we would expect that
they will take on a wide variety of organizational structures,
with no one structure
being “typically” nonprofi t.
What Is Organizational Structure?
In the most general sense, structure provides a way for
organizations to meet two
confl icting needs—the need to differentiate and the need to
integrate. As Henry
8. Mintzberg states: “The structure of an organization can be defi
ned simply as
the sum total of the ways in which it divides its labor into
distinct tasks and then
achieves coordination among them.”4 In any but the smallest
organizations with
the simplest output, the operation and work of an organization
needs to be bro-
ken up into separate tasks and functions. This is the
organization’s division of
labor. Once separated, however, these diverse and disparate
tasks and functions
need to be coordinated and integrated for an organization to
achieve effi ciency
and effectiveness. The greater the division of labor, the more
need there may be
for mechanisms for integration.
Organizational structure designates formal reporting
relationships, including
the number of levels in the hierarchy and the span of control
of managers and
supervisors.5 It also identifi es the grouping together of
individuals into depart-
ments, and departments into the total organization. Finally, it
includes the design
of systems to ensure effective communication, coordination,
and integration of
effort across departments. By doing so, the organizational
structure supports the
production of outputs and achievement of organizational goals,
minimizes or
at least regulates the infl uence of individual variation on the
organization, and
provides the setting within which power is exercised and
decisions are made.6
10. ile
y.
A
ll
rig
ht
s
re
se
rv
ed
.
Organizational Structure 63
technology, and people. Each element has reciprocal infl uences
on the others
and on the structural design, and the environment infl uences all
of the elements,
demonstrating the complexity of the management and analysis
of nonprofit
organizations.
These elements can be described as follows:7
• Environment. This encompasses all the significant elements
outside the
organization that infl uence its ability to survive and achieve its
11. ends. These
include physical, technological, cultural, fi nancial, and social
factors.
• Strategy. This term describes the choices an organization
makes about which
markets or clients it intends to serve. It includes the specifi c
tactics the organi-
zation employs and the output goals it sets for itself.
• Work and technology. Work involves the tasks the
organization needs to
accomplish given the goals it has set for itself. Technology is
the way in which
work is accomplished and the techniques and process used to
transform inputs
into outputs.
• Formal organization. This is the more or less explicit codifi
cation of how
the work of the organization is done and how its parts relate to
each other. It
includes elements such as human resource practices, the design
of jobs, and
the overall organizational structure.
• Informal organization. This describes the emergent
characteristics of the
organization that affect how it operates. It includes culture,
norms and values,
Environment
Strategy and Goals
Work and Technology
13. ile
y.
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ll
rig
ht
s
re
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rv
ed
.
64 Managing Nonprofi t Organizations
social networks inside and outside the organization, power and
politics, and
the actions of leaders.
• People. These are the organizational participants who make
contributions to
the organization in exchange for inducements, using their
knowledge and skills
to match their preferences to the needs of the organization.
Dimensions of Structure
There are seven core dimensions of structure: formalization,
14. complexity, central-
ization, specialization, standardization, professionalism, and
hierarchy of author-
ity.8 Nonprofi t leaders need to consider how much of each
dimension is needed
for an effective and ethical organization.
• Formalization is the amount of written documentation in an
organization.
This could include job descriptions, procedures, regulations,
codes of conduct,
employment contracts, board bylaws, and policies. The more
formalized a
nonprofi t, the less workers need to invent new procedures to
get work done
and the less uncertainty they have in their daily tasks. The price
is that they
also have less fl exibility.
• Complexity is determined by the number of different
activities or subsystems
in an organization. Vertical complexity refers to the number of
hierarchical levels
of the organization. The Wikimedia Foundation organizational
chart displayed
in Exhibit 4.1 shows four levels, differentiated by the intensity
of the shad-
ing of the boxes. Horizontal complexity refers to the number of
units at similar
levels. Wikimedia has fi ve units at the chief offi cer level.
Geographical complexity
describes the spatial distribution of the organization. For
example, Amnesty
International in the Unites States is divided into fi ve regions,
each with its own
staff: Southern, Mid-Atlantic, Northeast, Midwestern, and
15. Western. Some
nonprofi ts have complex parallel structures with two executive
directors. For
example, arts organizations sometimes have an artistic director
and an admin-
istrative director, with distinct structures beneath each of them.
• Centralization is determined by the hierarchical level that has
the authority
to make decisions. In centralized organizations decisions are
made primarily at
the top level of the organization. Organizations are
decentralized when deci-
sions affecting the whole organization are also made at lower
levels of the orga-
nization. In nonprofi ts, centralization issues can come into play
in deciding what
decision-making discretion to give the board versus the staff,
and staff versus
volunteers. Nonprofi t membership associations often give legal
rights to make
certain decisions to their members, helping to decentralize the
organization.
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17. subdivided
into separate jobs. If specialization is extensive, each employee
performs only a
narrow range of tasks. If specialization is low, employees
perform a wide range
of tasks in their jobs. Specialization is sometimes referred to as
the division of
labor. In organizing a nonprofi t the designer needs to ask
whether the work-
force should be made up of specialists, generalists, or a
combination of both.
• Standardization is the extent to which similar work activities
are performed
in a uniform manner. In highly standardized organizations, such
as prisons,
work content is described in detail, and similar work is
performed the same
way at all locations. Some standardization may be needed to
comply with
government regulations and contracts.
• Professionalism relates to the level of formal education and
training of
employees. Professionalism is considered high when employees
require long
or specialized periods of training to hold jobs in the
organization or need
certifi cation or accreditation. Having professional workers—for
example, cer-
tifi ed social workers—is often a requirement to obtain
government funding.
Volunteer-based organizations or those that use mutual support
models often
consider sharing similar experiences with clients to be more
important than
18. professional training. The use of professionals in a nonprofi t
can be threaten-
ing or off-putting to those who have been working in nonprofi ts
in similar roles
without the professional training.
• Hierarchy of authority describes who reports to whom and the
span of
control for each manager, as covered previously in our
discussion of organi-
zational charts.
Types of Structure: Two Ideal Types
In the development of thinking about organizational structure,
several ideas and
formulations have been particularly important and useful. One
of the most infl u-
ential formulations about organizational structure was Max
Weber’s description
of bureaucracy.9 A bureaucratic organization has features such
as a hierarchy of
authority, limited authority, a relatively high level of
specialization and division
of labor, technically qualifi ed personnel, positions separated
from position hold-
ers, procedures for work, rules for incumbents, and differential
rewards. These
features were seen by Weber as enhancing organizational
rationality and effi ciency,
especially as compared with organizations run on the basis of
favoritism or fam-
ily or political connections. Weber’s description was presented
as an ideal type,
meaning that actual organizations would be found to be more or
less bureaucratic.
20. rig
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66 Managing Nonprofi t Organizations
their effi ciency now impede it. At that point they may seek to
reduce the level of
bureaucracy in the organization. Some examples of
organizations with bureau-
cratic characteristics are credit unions with their specialized
personnel for different
client needs, hospitals with their numerous departmental
divisions, and nonprofi t
social service providers with their documentation requirements
and strict proce-
dures for dealing with a vulnerable clientele.
Exhibit 4.1 shows the hierarchical organizational chart for a
nonprofi t, the
Wikimedia Foundation, Inc., which is “a nonprofi t charitable
organization dedi-
cated to encouraging the growth, development, and distribution
of free, multi-
lingual content, and to providing the full content of these wiki-
based projects to
21. the public free of charge.”10 The chart shows the reporting
relationships and the
divisions of the foundation. The chief fi nancial and operating
offi cer reports to
the deputy director, as does the chief technical offi cer. Two
individuals report
to the chief fi nancial and operating offi cer and each of them
has one person
directly reporting to him or her. Contrast this with the chief
technical offi cer who
has a much larger span of control, with fourteen direct reports.
There are many
possible reasons why there is such a difference in span of
control in this organiza-
tion. It may be that the chief technical offi cer can give his or
her direct reports
great discretion over their job tasks, reducing the supervisory
control needed.
Alternatively, there may be technologies that help to control
and integrate the
work of the technical division so that it can effectively
accommodate more sub-
groups with only one division head to oversee them. The
complexity of the work
of direct reports may be such that it is relatively easy for their
supervisors to
monitor it and funnel it to other divisions. The structure may
also have simply
evolved without strategic attention to what the most effective
structure would be
to accomplish the mission of the organization.
Looking at their organization’s chart, nonprofit leaders should
ask these
questions:
22. • Does the organizational chart accurately depict the formal
reporting rela-
tionships? If not, should the chart or the reporting relationships
be changed?
Ultimately, they should be aligned.
• Are the spans of control reasonable? In other words, does
anyone have too
many or too few people to manage given the needs of those
being managed?
Supervisors should have the time, skills, and systems needed to
perform the
human relations and work coordination functions related to each
person
reporting to them.
• Are the individuals operating at the same hierarchical level of
the organization rel-
atively equivalent in terms of their discretion, authority, and
responsibility within
the nonprofi t? If not, they should be depicted above or below
their current peers.
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24. Communications Officer
Head of Business
Development
General Counsel
Human Resources
Manager
Accounting Manager
and Financial Analyst
Accounting Specialist
Head of Office
Administration
Office IT Manager
Executive Director
Deputy Director
Executive Assistant
Chief Technical Officer
Lead Front-End
Developer - UX
Software Developer -
UX
Software Developer -
25. Multimedia Usability
Product Manager -
Multimedia Usability
Researcher - UX
Head of Community
Giving
Stewardship Associate
Head of Major Gifts
Head of Public Outreach
Education Programs
Manager
Outreach Officer
Project Manager-
Bookshelf
Head of Reader Relations
Volunteer Coordinator
Development Associate
Head of Partnerships and
Foundation Relations
Senior Product ManagerIT Manager
Software Developer
26. Networking Coordinator
Code Maintenance
Engineer
System Administrator
Software Developer and
Office IT Support
Engineering Program
Manager
Software Developer-
Fundraising
Software Developer-
Mobile
Data Analyst
Chief Community Officer
Chief Global Development
Officer
Chief Human Resources
Officer - OPEN
Chief Financial and
Operating Officer
EXHIBIT 4.1. ORGANIZATIONAL CHART FOR THE
WIKIMEDIA FOUNDATION
Source: Wikimedia Foundation, Organizational Chart (July
30. and more fl exible, with fewer rules and more reliance on
informal adaptation.
Decisions were made at lower levels of the organization and
authority was more
widely dispersed. They termed these structures organic. Table
4.1 summarizes the
differences between these two structures.
Many nonprofi ts exemplify the organic structure type because
it appeals
to values regarding the desirability of shared power, permeable
organizational
boundaries to facilitate collaboration, easy movement of
members into and out
of the organization, and an ability to be innovative and to
mobilize quickly to
address needs. Joyce Rothschild-Whitt describes an ideal type
of a collectivist-
democratic nonprofi t organization whose features are the polar
opposite of the
bureaucratic organization.12 Authority resides in the
collectivity as a whole and
compliance follows the consensus of the collective. Rules are
minimal. Social
controls are based primarily on personal or moral appeals.
Employment is based
on friendships, sociopolitical values, personality attributes, and
informally assessed
knowledge and skills. The concept of career advancement is not
meaningful, and
there is no hierarchy of positions. There is a minimal division
of labor, and jobs
TABLE 4.1. CHARACTERISTICS OF MECHANISTIC AND
ORGANIC STRUCTURES
31. Mechanistic Structure Organic Structure
Tasks are broken down into specialized,
separate parts.
Tasks are shared by employees.
Tasks are rigidly defi ned. Tasks are adjusted and redefi ned
through
teamwork.
Authority and control are hierarchical. Less hierarchy of
authority and control.
Many rules. Few rules.
Knowledge and control of tasks are
centralized.
Knowledge and control of tasks can be
located anywhere in the organization.
Communication is vertical. Communication is horizontal.
Source: Adapted from Richard Daft, Organization Theory and
Design, 9th ed. (Mason, OH:
Thomson South-Western, 2007).
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33. Organizational Structure 69
and functions are general and fl exible. Finally, the primary
incentives for par-
ticipating in the organization are intrinsic (doing something that
fi ts one’s values
and preferred social benefi ts), and extrinsic incentives
(material benefi ts such as
fi nancial compensation) are secondary.
These features are characteristic of community and grassroots
organizations.13
Such organizations are composed mostly or completely of
volunteers or members.
Grassroots organizations are often locally oriented, focused on
what is happening
in participants’ neighborhoods. They may be associated with
social movements or
engaged in advocacy. Some examples are legal collectives,
alternative media col-
lectives, food cooperatives, neighborhood beautifi cation or
watch groups, self-help
groups dealing with diseases, citizen action committees, and
recreational clubs.
Exhibit 4.2 shows the organizational chart for the Oregon
Organic Coalition, a
nonprofi t trade association with an organic structure that
operates with rotating
and fl uid roles. It was founded to advance the development and
growth of the
organic industry and community in Oregon. For example, it
advocates for using
food from local farms in Oregon schools and for federal funding
for research on
organic crops. The work of the organization is conducted by
34. volunteers, who par-
ticipate in the leadership council, advisory committees, and task
forces. There are
no formal members in the legal sense or paid staff. The
numerous opportunities
participants have to give input and shape the activities of the
organization make
sense given that it exists to support those participants’ interests.
Common Organizational Confi gurations
Besides these ideal types, we can identify a number of common
types of struc-
tures. The overall confi guration of structural elements
indicates how work activi-
ties are divided, what the reporting relationships are, and how
distinct units or
departments are grouped relative to each other. Grouping is
used to bring people
and units together to facilitate work accomplishment. The confi
guration estab-
lishes the general principles for dividing work, breaking tasks
into subtasks, and
coordinating activities.14 It specifi es the overall units that are
the basis for making
decisions and communicating within the organization. The
content and direction
of information fl ows within the organization depend in part on
the organization’s
confi guration. A number of different bases can be used for
nonprofi t departmen-
tal grouping. It is also likely that changing conditions will lead
to new confi gura-
tions within a nonprofi t. The common departmental grouping
options discussed
in the following paragraphs include functional, divisional,
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EXHIBIT 4.2. EXAMPLE OF AN ORGANIC STRUCTURE:
OREGON ORGANIC
COALITION ORGANIZATIONAL CHART
Source: Oregon Organic Coalition, Procedures Manual (2006),
http://www.oregonorganiccoalition.org/pdf/orgchart.pdf.
Reprinted by permis-
sion of Oregon Organic Coalition.
Executive Committee
Handles the administration of
the organization
1) Conducts business on behalf of
OOC
2) Provides direction for “Facilitated
37. Electronic Consensus Building”
3) Creates additional subgroups of the
OOC should the structure of the
organization need to be modified
4) Serves as the officers of the
nonprofit corporation
Task Force Groups
Structure
Function
1) Convened by the Executive
Committee or an Advisory Committee,
with approval of Leadership Council
2) Work on specific projects of limited
duration.
Ad hoc groups vary in number
Communications Coordinator
Structure
Function
Supports decision-making process through “Facilitated
Electronic Consensus Building” system
• Manages the process of e-mail communications
• Receives and incorporates comments on each issue
Resource Associates
Structure
• Participate in discussions without decision-making authority
• Provide information, advice, resources, and contacts
38. Function
Representatives of agencies and organizations working to
support
the organic industry, but who are not direct stakeholders
Advisory Committees
11 Advisory Committees represent the participating stakeholder
groups.
1) Develop ideas for projects and activities for submission to
the Leadership Council for approval for OOC endorsement;
2) Foster communications about issues relevant to their sector
and suggest action items for consideration by the Leadership
Council;
3) Form and oversee Task Force Groups to work on specific
projects for specific periods, as approved by the Leadership
Council; and
4) Select the committee’s representative to the Leadership
Council.
Function
Structure
Function
Leadership Council
Act as a focal point for development of proactive plans for
advancing
and developing organic agriculture in Oregon;
Prioritize and decide on actions and activities to be undertaken
39. by the OOC,
particularly those originating from the Advisory Committees;
Form, maintain, and support Advisory Committees for
communication among
participants in their designated sectors;
Facilitate development of projects and activities through
collaboration and
networking with other related regional and national advocacy
groups;
Raise funds to support the OOC;
Develop a strategic plan for the organization and its projects;
and
Serve as the Board of Directors of the nonprofit corporation.
Structure
16 Stakeholder Members (Voting)
• 3 Farmers (crops/horticulture, livestock)
• 1 Farmworker
• 1 Processer
• 1 Wholesaler
• 1 Retailer
• 2 Consumers
• 1 Organic policy analyst
• 1 Scientist
• 1 Environment and health
• 1 Organic certifier
• 3 At-large representatives
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entral,
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/lib/sjsu/detail.action?docID
=
43. and coordination pattern can create burdens for the top levels of
the organization,
resulting in slow response time in changing environments, poor
horizontal coordi-
nation, and reduced innovation. This structure is therefore best
for organizations
with relatively few products and working in relatively stable
environments.
In a divisional structure in contrast, unit grouping is based not
on functions but
on organizational outputs or products. Each division is
organized by the product
it produces. Also, the functional departments needed to produce
each division’s
output are contained in that division. This allows for
decentralized decision mak-
ing at the divisional level, freeing the top level of the
organization to concentrate
on overall decision making and on decisions on issues spanning
divisions. For
example, top leadership can play the role of organizational
banker, deciding the
level of resources allocated to divisions. Southend Community
Services is an
example of a divisional structure, with youth services, child-
care, and elderly
services divisions. Decentralized decision making and
coordination of func-
tions within divisions allows the organization to react quickly
to environmental
changes, including shifts in customer desires or market
conditions. This structure
is appropriate for larger organizations with multiple products or
services. The
major weakness of this structure is that economies of scale
44. within functions are
not possible. For example, each division might have a
fundraising or marketing
department. In addition, coordination across divisions (product
lines) may be dif-
fi cult and would have to be done by higher-level units.
The principle in a geographical structure is to organize in terms
of the location
of the organization’s users or customers. With this grouping the
organization can
address and respond to customer wants and needs that may vary
by location (dif-
ferent regions of one country or different countries). For
example, large nonprofi ts
such as the Girl Scouts or Boy Scouts, United Way, and
Goodwill use semiau-
tonomous local units and a national headquarters. This structure
can be extended
globally, with nonprofi ts such as Heifer International having
operations in vari-
ous nations around the globe. A number of options are
possible.15 Multinational
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46. divisions in a decen-
tralized structure. Global organizations, in contrast, centralize
knowledge in their
headquarters and implement actions through national units,
similar to a func-
tional structure. International organizations have hybrid
frameworks, with some
activities centralized and some decentralized. Finally,
transnational organizations
are complex structures, with assets and capabilities dispersed,
interdependent, and
specialized. National units are integrated into a worldwide
system.
A number of structures have been designed for situations
calling for extraor-
dinary fl exibility. A matrix structure simultaneously uses
aspects of both the func-
tional and divisional structures. This is a complex structure,
because it features
two types of management and three types of units. Functional
managers have
responsibility for employees with various skills and expertise,
whereas product
managers have responsibility for producing outputs. Employees
are under the
authority of both types of managers. They are assigned by
functional managers
to various product units, where they are supervised by product
managers. For
example, a nonprofi t providing housing assistance may have
• Functional units organized around expertise in (a)
construction, (b) client coun-
seling, (c) fi nancing, or (d) law and policy.
47. • Product units that may include (a) new house construction, (b)
existing housing
rehabilitation, (c) fi nancial assistance to home owners, or (d)
advocacy.
• Projects that may involve community development in different
areas of a city.
Some areas may need new housing, others may need
rehabilitation, and still
others may need action by the city. For each project the best
mix of personnel
from the functional and product units is chosen for the project
team. The team
is disbanded after the project is completed.
The matrix structure is appropriate under a variety of
conditions, including
those where pressure exists to share scarce resources across
product lines, environ-
mental pressure exists for two or more critical outputs (such as
in-depth technical
knowledge and frequent new products), or the environment is
both complex and
uncertain.16 Under these circumstances, vertical (functional)
and horizontal (team)
authority are both given recognition. The advantage of the
matrix structure is
that it is fl exible in terms of both human resources and
products. This makes it
particularly useful in rapidly changing environments. It is best
suited to medium-
sized organizations with multiple products. The structure,
however, has a number
of weaknesses. Employees are responsible to two managers,
which violates the
principle of the unity of authority. This can cause frustration
49. rig
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Organizational Structure 73
are more likely to arise here than in other structures, and time
and effort must be
expended in resolving them.
Finally, an emerging form termed the virtual network structure
extends the
concept of horizontal coordination and collaboration beyond
the boundaries of
the traditional organization. This structure is characterized by
the outsourcing,
or contracting, of some of an organization’s functions or
activities. With the
advent and growth of increasingly extensive and sophisticated
electronic com-
munication systems, a network of outside specialists can be
located anywhere
and coordinated by the core, or central, organization. This
allows the core orga-
nization to take advantage of the specialized expertise of any
50. number of part-
ner organizations. The organization decides which functions it
will outsource
and how much control it will maintain or allocate to the partner
organizations.
This structure gives an organization worldwide access to talent,
resources, and
capabilities without the need to invest in its own facilities or
employees. This
reduces overhead and makes the organization highly fl exible
and responsive
to changing environments. For example, the housing nonprofi t
in the previous
example may decide to expand its impact nationally. It has the
capacity to use
a matrix structure to complete a wide variety of projects
locally. Outside of
this, however, it may be able to provide only Web-based client
education for a
national constituency. In order to provide its other services, it
could establish
partnerships with other nonprofi ts. In each locale the partners
could be linked
into a network and coordinated via electronic media. The
primary weakness
of this structure is the increased diffi culty of maintaining
control over far-fl ung
partners, including the need to make contracts with these
partners and monitor
contract compliance. The organization is also dependent on
partner perfor-
mance and potentially vulnerable to partner failure.
Major Infl uences on Organizational Structure
Many factors have a role in infl uencing the structure of a
52. 2
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74 Managing Nonprofi t Organizations
hardware used to perform work but also to the skills and
knowledge of work-
ers. John Galbraith has provided a formulation that holds that
information needs
are a function of three dimensions of technology: complexity,
uncertainty, and
interdependence.17 Information needs increase as the
complexity, uncertainty,
53. and interdependency involved in accomplishing tasks increase.
Moreover, their
infl uence is multiplicative in that the effect of any one
dimension is much greater
when another is also present.
• Complexity is a function of the number of different items or
elements that
must be dealt with simultaneously in task accomplishment. It
can be measured
by the variety of inputs or the degree of customization of
outputs. For exam-
ple, a fundraising event has greater complexity when it involves
donors with
diverse interests and giving potential. More information needs
to be considered
and communicated to coordinate an event suited to a wide range
of donors.
• Uncertainty refers to the variability of the items or elements
on which work
is performed. This can be measured by the number of
exceptions encountered
during the production of outputs. A fundraising event
scheduled to be held
outdoors has uncertainty related to weather conditions.
Contingency plans
need to be developed in case of bad weather.
• Interdependency is the extent to which items or elements on
which work is
performed or the work processes themselves are interrelated,
requiring infor-
mation sharing. James Thompson relates information use to
types of interde-
pendence.18 The fundraising event, for instance, may have
54. pooled interdependence
because the program and development staff need to work
together as a team
to create a report to donors on the organization’s achievements.
It may have
sequential interdependence in that someone must fi rst secure
the venue before the
food and entertainment can be arranged. Task accomplishment
of one per-
son or unit is dependent on the output of another. It may also
have reciprocal
interdependence, with units posing critical contingencies for
each other that have
to be resolved before action can be taken. For example, tickets
cannot be sold
until prices are determined, which may depend on estimated
costs and revenue
goals and an assessment of the market base and opportunities
for sponsorships.
In addition, organizational information needs have been linked
to organi-
zational environments and strategy.19 In addition to increasing
for technological
reasons, information needs increase with increasing
environmental uncertainty,
complexity, and change. Strategy affects the way an
organization is run, which
affects organizational structure and decision making. This in
turn can affect the
degree of information processing needed. As the example of
Southend Community
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56. ed
.
Organizational Structure 75
Services/Our Piece of the Pie shows, a change of strategy can
lead to an increase
in the amount of information the organization needs to gather
and process.
When information fl ow in a nonprofi t is inadequate, a number
of problems
can arise. The people who need information may not get it. Or
they may get too
little information, too much information, or information of the
wrong type. In all
these cases, job performance will be negatively affected. A
nonprofi t’s structure is
key to proper information fl ow. The design challenge is to
create structures that
match the demands for information processing. Information
needs to fl ow hori-
zontally as well as vertically through an organization in order to
link employees,
work units, and organizational levels. As information
processing needs increase,
an organization can respond by increasing the information
handling capacity of
its structure. This can be done by increasing the capacity of
vertical and hori-
zontal linkages.
Vertical Linkages
57. Vertical linkages can be used to coordinate activities between
the various levels of
a nonprofi t and are primarily used for control. They ensure that
lower levels
of the nonprofi t are aligned with goals set at higher levels and
higher levels are
informed of the activities of lower levels. A variety of
structural mechanisms can
be used to support a nonprofi t’s vertical linkage requirements.
They are ranked
here in order of increasing information handling capability:
• Rules, schedules, and plans can be used when problems,
issues, or decisions
between levels are routine or repetitious. This alleviates the
need for direct
communication for coordination.
• Hierarchical referral is used when members of a unit (or
several units) at one
level can’t resolve a problem or make a decision. The matter is
referred to, or
passed to, decision makers at the next higher level in the
hierarchy.
• Vertical information systems include periodic reports, written
information, and
computer-based communications distributed between levels of
the hierarchy.
Horizontal Linkages
Horizontal linkages can be used to ensure coordination between
units at the same
level of a nonprofi t, such as divisions or departments within a
division (fundrais-
ing, marketing, production, and the like). Without horizontal
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76 Managing Nonprofi t Organizations
However, that ranking is inversely related to the cost of the
time and human
resources needed to establish and maintain each linkage.
• Horizontal information systems can be used to exchange
information between
units (workgroups, departments, divisions, and so on).
Routinized and comput-
erized information systems can provide periodic information
about activities
and information about problems, opportunities, and needed
decisions.
• Direct contact can be established between managers or
employees affected by
60. a problem, opportunity, process, or decision. For example, a
liaison role may
be played by a person in one unit who is given the
responsibility of commu-
nicating with another unit in order to enhance coordination and
cooperation.
• Task forces are useful when linkage is needed between more
than two depart-
ments. A task force is a temporary group composed of
representatives of the units
needing to be linked. Each member represents the interests of
his or her unit and
can carry information about the task force’s activities back to
that unit. Task forces
are typically disbanded after the tasks they were formed to
address have been
accomplished.
• A full-time integrator differs from a liaison in several
respects. This is a position
created to link several units. Also, the integrator’s position is
outside the units
being linked. The integrator has the responsibility to coordinate
the units. His
or her title may be product or program manager when a
product’s or pro-
gram’s accomplishment requires several units to coordinate.
• A project team is the strongest horizontal linkage, more signifi
cant than a task
force. Project teams are used when activities among units
require extensive
and relatively long-lasting coordination, such as when
organizations have a
large-scale project or are exploring a major innovation or new
61. product line.
Political, Cultural, and Institutional Infl uences on Structure
Organizations, including nonprofi ts, seek to be rational and to
design their struc-
tures for effi ciency and effectiveness. Organizational design,
however, is a far
from simple process with predictable outcomes. According to
Hall and Tolbert,
“Organizational design does affect structure, but not in the
simple, overly rational
manner suggested by the authors of prescriptive solutions for
organizations.”20
Organizational structure is also affected by the politics of
strategy formation and
cultural and institutional factors. Although these topics will be
covered in detail
in other chapters, it is useful here to mention their relationship
to organizational
structure.
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Tschirhart, Mary, and Wolfgang Bielefeld. Managing Nonprofit
Organizations, Wiley, 2012. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/sjsu/detail.action?docID=8
36561.
Created from sjsu on 2018-08-09 19:15:06.
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op
yr
63. Organizational choices are
made by dominant coalitions. Various interest groups within
organizations each have
preferences for organizational goals. No one interest group is
normally power-
ful enough to impose its preferences on the organization.
Consequently it needs
to form a coalition with other interest groups who can agree to
cooperate (each
giving up some part of its preferences in order to form the
coalition). The power
of a coalition comes from combining the power held by the
various parties in
the coalition. The power of a dominant coalition is greater than
that of other
coalitions in the organization. This coalition will form the
power center of the
organization. Decision makers in the dominant coalition engage
in a political
process to select those parts of the environment with which the
organization will
be concerned, strategies to deal with the environment,
technologies, and roles
and relationships (structure) to control the technologies and
implement strategy.
In nonprofi t organizations such political struggles over
strategic choices may be
especially pervasive, given the wide variety of stakeholders
who might claim to
be legitimate members of coalitions.
National culture will also infl uence organizational structure.
Organizations are
located in national cultural contexts, and organizational cultures
will be a refl ec-
tion of the larger culture.22 National culture can be refl ected
64. in how organizations
structure authority relations; decision-making responsibility;
control and commu-
nication systems; and employee training, recruitment,
evaluation, and promotion.
This is important for understanding nonprofi ts, as they may be
structured and
operated very differently in different national culture settings.
Similarly, the opera-
tions of nonprofi ts with global scope or working in
international settings such as
development may be structured differently across national
cultures.
Organizational culture is the set of key values, beliefs,
understandings, and norms
shared by organizational participants. It underlies the behavior
of the organiza-
tion as a whole and of the participants. It affects ethical
behavior, management
commitment to employees, employee commitment to the
organization, and the
relative importance placed on effi ciency or customer service.
An organization’s
culture is unwritten but can be observed in organizational
stories, slogans, cer-
emonies, dress, and offi ce layout. Such cultures are relatively
stable and long
lasting and are a context within which structures are formed.
Culture can affect
preferences, such as those for centralization or decentralization,
and it interacts
with other contextual factors. Nonprofi ts can have distinct
cultures that affect
all aspects of their structures and operations. These cultures
can be based on
66. rig
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78 Managing Nonprofi t Organizations
Finally, DiMaggio and Powell note that organizations exist in fi
elds composed
of other organizations providing the same societal function.23
Within these fi elds,
social pressures exist for organizations to become
homogeneous. This process is
termed institutional isomorphism and is the result of three
possible forces. Coercive iso-
morphism occurs when less powerful organizations conform to
the wishes of other,
more powerful organizations. For example, funders and
regulators can compel
nonprofi ts to adopt particular structures, such as evaluation
units. Mimetic isomor-
phism is the result of organizations in uncertain environments
copying the struc-
tures of organizations perceived to be more successful. For
example, a nonprofi t
may establish a marketing research department if it feels that
67. this has contributed
to the success of other similar nonprofi ts. Finally, normative
isomorphism is due to
the spread and adoption of ideas about appropriate structures
that is fostered by
professional management schools and consultants. For example,
consultants may
advise nonprofi ts to establish accepted models of good
governance that specify a
particular board structure and way of operation. In each of
these cases, nonprof-
its adopt the structures and processes of other nonprofi ts in
their fi eld.
Structural Defi ciency
Nonprofi ts use valued time, effort, and money designing and
redesigning their
structures in an effort to enhance their effectiveness and keep
abreast of changes
inside and outside the organization. The previous discussion
reveals that this is
far from a simple task and that trade-offs often need to be
considered. The conse-
quences of inattention to structural needs or inappropriate
structural design can,
however, be quite serious. A number of symptoms of structural
defi ciency have
been identifi ed. They manifest themselves when organizational
structures are out
of alignment with organizational needs.24 When they occur,
nonprofi t managers
must move quickly to diagnose and correct any underlying
structural problems.
• Decision making is delayed or lacking in quality. When this
69. 2
01
2.
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Organizational Structure 79
• Employee performance declines and goals are not being met.
Employee perfor-
mance may decline because the structure doesn’t provide clear
goals, respon-
sibilities, and mechanisms for coordination. The structure
should refl ect the
complexity of the environment and be straightforward enough
for employees
70. to work effectively within it.
• Too much confl ict is evident. In this case the structure may
need to allow con-
fl icting departmental goals to combine into a single set of
goals for the entire
organization. When departments act at cross-purposes or are
under pressure
to achieve departmental goals at the expense of organizational
goals, the struc-
ture is often at fault. Horizontal linkage mechanisms are not
adequate.
Concluding Thoughts
Nonprofi t organizational structure is both a consequence and a
cause. It is a
consequence of the nonprofi t’s external context as well as its
work processes
and strategy. In turn structure infl uences many of the internal
features of
the nonprofi t, such as information fl ow, authority relations,
and hierarchy. In
addition it has both deterministic elements and fl exibility. On
the one hand
a nonprofi t organization cannot survive if its structure is too
far out of line
with important external or internal contingencies. On the other
hand non-
profi t organizations usually have a range of design options for
accomplishing
their tasks.
Given the nature of organizational structure and the diversity
of the environ-
ments that nonprofi ts operate in, their missions and strategies,
71. and their internal
and external stakeholders, it is not surprising that nonprofi t
structures take many
different forms. For instance, nonprofi ts may provide public or
private goods, get
funds from sales or donations, and use employees or volunteers.
Each option has
several structural implications. Depending on these and other
factors, nonprofi ts
may look structurally much like business fi rms or public
agencies, or they may
take on hybrid or unique forms. They may also be located in
rapidly changing
and unpredictable environments, which will have other
structural ramifi cations.
All these factors make the structural design tasks for nonprofi t
organizations con-
tinuously challenging.
In the next chapter we consider strategy formation. It is
important to remem-
ber that this process, as well as the others to follow in
subsequent chapters, is inti-
mately interrelated with structure. On one hand the
organizational actions required
by a strategy that is out of line with existing structure will not
be possible. On the
other hand a nonprofi t may change its structure to facilitate the
accomplishment
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Tschirhart, Mary, and Wolfgang Bielefeld. Managing Nonprofit
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73. 80 Managing Nonprofi t Organizations
of a new strategic direction. In these ways structure will both
infl uence and be
infl uenced by strategy in a dynamic manner.
Questions for Consideration
1. Nonprofi ts are sometimes said to have “too much” structure
or “too little”
structure. Explain what each condition means, how it may come
about, and
what it might lead to.
2. How might a nonprofi t’s structural design be infl uenced by
factors outside
the organization? How might the design be infl uenced by
factors inside the
organization? How might a nonprofi t balance these two infl
uences on its
structure?
Exercises
Exercise 4.1: Dimensions of Structure
Think of a large nonprofi t hospital on the one hand and a small
garden club that
meets monthly at a member’s house for discussions on the
other. Describe how
these nonprofi ts are likely to differ in terms of
1. Formalization
74. 2. Complexity
3. Centralization
Why might you expect them to differ on these dimensions?
Exercise 4.2: Structural Design
Organizational structure needs to be aligned with the
organization’s technology,
environment, and strategy. Assume you want to organize one of
the following
types of nonprofi t. After you pick one, answer the questions
that follow.
• An agency providing food and clothing to the poor
• A year-round camp for young people
• An art museum and gallery
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Tschirhart, Mary, and Wolfgang Bielefeld. Managing Nonprofit
Organizations, Wiley, 2012. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/sjsu/detail.action?docID=8
36561.
Created from sjsu on 2018-08-09 19:15:06.
C
op
yr
76. 3. Using your answers to the previous questions and
information in this chap-
ter, draw an organizational chart illustrating a functional
structure for this
organization.
4. Draw another organizational chart showing how this
organization would look
with a divisional structure.
5. What are the pros and cons of these alternative structural
confi gurations?
6. Under what circumstances might it be useful for your
organization to have a
matrix structure?
7. Under what circumstances might your organization employ a
virtual network
structure?
Exercise 4.3: Structure and Information
Looking further at the nonprofi t you described in Exercise 4.2,
discuss its probable
information processing needs, and describe the horizontal and
vertical informa-
tion linkages that might meet these needs.
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Tschirhart, Mary, and Wolfgang Bielefeld. Managing Nonprofit
Organizations, Wiley, 2012. ProQuest Ebook Central,