Management Practices in the Varying Types of Non-Profit Organizations
Globalization and the advent of modern technologies have led to considerable changes in organizations and organizational management, especially in non-profit establishments. According to Harrison and Wicks (2013), “traditional notions of institutions and how to manage them may have suited more stable times, but they do not offer effective solutions to corporations coping with fast-flowing uncertainties of the modern world” (p. 648). A big number of non-profit organizations work with an attitude of the industrial epoch preventing them from accomplishing their goals in these tumultuous times (Boateng, Akamavi, & Ndoro, 2016). These skills are progressively focused and responsive to occurrences. For instance, religious organizations function through the establishment of problem-solving techniques based on the novel and contemporary logic (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2013).
Organizational ethos plays a significant role during change discharge since most non-profit organizations are controlled by the desire to touch lives. Harrison and Wicks (2013) note that, “the ethos is the core of an organization and it describes the organization’s culture, values, the guiding principles and beliefs, and the underlying information according to which the system evolves” (p. 650). Thus, the success of organizational change depends on seven systems aspects and their correlation in the management of the non-profit organization. These aspects are ethos, cultures, aims, process, structure, governance, and substance (Boateng, Akamavi, & Ndoro, 2016). In recent times, most of the non-profit organizations have embraced the need for efficiency and accountability in discharging duties (Escrig-Tena et al., 2013). For instance, in the US, because of government requirements, most non-profit organizations have embraced proactive management to ensure that they are accountable to the stakeholders.
Benchmarking initiative is another management strategy applied especially in humanitarian organizations such as Red Cross and Amref. It involves streamlining service delivery to ensure efficiency via a proactive quality mitigation channel that reports the progress of the intended quality improvement system. In these organizations, the significant quality improvement is achieved through balancing the scope of quality within the organization and quality knowledge to continuously improve work processes and practices (Escrig-Tena et al., 2013). Benchmarking initiative reinvents the efficiency in service delivery stages in terms of interaction with the customers, line of visibility, line of internal interactions, and support processes (Boateng, Akamavi, & Ndoro, 2016). Quality in service deliverance emphasis is put on the line of interaction with the stakeholders, especially funders since non-profit organizations depend on the goodwill of these agents.
Management Practices of Government Agencies, Educational Verses Religious Institutes
The structure of government agencies consists of a focused operations management system that helps in determining efficient performance and optimal resource use since these organizations must remain accountable to the taxpayers. Thus, the need for a strategic performance management system within the government agencies is the norm in service delivery to clients (Boateng, Akamavi, & Ndoro, 2016). Based on the belief emphasis, it stresses on ethical behavior and customer satisfaction within accepted standards of moral obligation on the forefront, while the stakeholders at the bottom of the triangle of client response against a perception of service delivery quality.
On the other hand, educational institutes apply the continuum of increasing the value of quality in service delivery through balancing knowledge and results. Thus, quality improvement and organizational change action plans are often put in place to facilitate the organization’s gain. Managers in the educational organizations are obligated to ensure that organizational strategies integrate benefits and cost constraints, especially through reviewing the relevance and contributions of the factors of production such as human resources (Escrig-Tena et al., 2013). An organization cannot continue to hold on its status quo but must embrace positive change to improve on quality in service delivery. Therefore, this initiative creates an ideal atmosphere for human resource performance and training through programs that promote the proactive engagement of factors of production in the service delivery matrix.
Lastly, religious institutes use accreditation initiative to create brand awareness as part of confidence mitigation since they depend on funding from well-wishers. Accreditation in the religious institutes aims at satisfying consumers’ needs through building confidence in their brand image. Accreditation initiative as an aspect of quality improvement and change management refers to activities that are employed to promote and maintain the quality of services within religious organizations (Boateng, Akamavi, & Ndoro, 2016). Actually, quality assurance is aimed at handling the desires of the stakeholders to track reports about’ complaints and to provide corrective measures in organizational management.
Conclusion
Non-Profit Organizations Help Shape the World
A number of non-profit organizations are controlled by the desire to touch lives and make a difference in society. In the recent past, non-profit organizations have improved accountability to the stakeholders. The efficiency levels have also improved. The quality of service delivery has also improved. Thus, they are to attract more funders. The rest of the world can emulate the way these successful non-profit organizations are run. This will help improve service delivery, accountability, and efficiency in organizations.
Final Thoughts on Non-Profits
It is apparent that most non-profit organizations can achieve Sigma-six; a system efficiency improvement, efficiently if their business operations eradicate wastage of resources in the service distribution channel. Actually, most well organized non-profit organizations normally operate at the level of Sigma three. This shows that such business organizations undergo losses because of the poor quality of their business operations. However, current systems and initiatives such as benchmarking, accreditation, and focused operation models are applied in different non-profit organizations to improve on their performance.
References
Boateng, A., Akamavi, R., & Ndoro, G. (2016). Measuring performance of non-profit organizations: Evidence from large charities. Business Ethics: A European Review, 25(1), 1-17.
Escrig-Tena, A., Bou-Llusar, C., Beltran, M., and Roca-Puig, V. (2013). Modeling the implications of quality management elements on strategic flexibility. Advances in Decision Sciences, 1(1), 1-27.
Harrison, J., & Wicks, A. (2013). New ways of measuring company performance. Journal of Economic Behavior & Organization, 61(4), 653-667.