Most nonprofit agencies follow the same management structure. The structure normally consists of a vertical hierarchal structure with the chief executive manager at the helm, and divisional leaders rounding out the strategic leadership team. Since 9/11, then government shutdowns, multiple wars, natural disasters, and the government sequester, the challenge to most nonprofits is to compete for every available charitable dollar. Chief Executive Officers (CEO) of nonprofits must not only be skillful in maximizing the outcomes with fewer dollars, but also politically savvy in vying for monies for federal, state, local, foundation, and private funding sources. Because of this conundrum, political, academic, and social connections become increasing important to nonprofits in order to stay in business. African American women may be the least attractive group for nonprofits to recruit and cultivate for fear of them not having the proper connections to further develop the agency into the growth the company needs to sustain itself. This may also be a reason why African American women tend to shy away from the leadership roles in leading nonprofits in Philadelphia. The counterbalance to these challenges may very well be a structured leadership that counterbalances the challenges facing nonprofits in general, and those in Philadelphia, in particular. In addition, this qualitative study will help to identify the specific attitudes toward the recruitment and cultivation of African American women in leadership roles with the Commonwealth of Pennsylvania. Proposed Problems The facts that dictate this empirical study is the phenomena and cause(s) of low to meager representation of African American women in management or organization... ... middle of paper ... ...G., Mac Queen, K. M., & Namey, E. E. (2012). Applied thematic analysis. Los Angeles: Sage Publications Isaac, C. A., Kaatz, A., & Carnes, M. (2012). Deconstructing the glass ceiling. Sociology Mind, 2(1), 80-86. Retrieved from http://search.proquest.com/docview/928098695?accountid=458 Leedy, P. D., & Ormrod, J. E. (2010). Practical Research Planning and Design (9th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Padgett, D. (2004). The qualitative research experience. Belmont, CA: Wadsworth/Thomson Learning. Palloff, R. M., & Pratt, K. (2009). Assessing the online learner: resources and strategies for faculty. San Francisco, CA: Jossey-Bass. Riessman, C. K. (2008). Narrative methods for the human sciences. Los Angeles, CA: Sage Publications. Trochim, W., & Donnelly, J. (2008). The research methods knowledge base Mason, OH: Cengage. ISBN: 9781592602919
Worth, M. (2014). Nonprofit management: Principles and Practice. 3rd Ed. Thousand Oaks, CA: SAGE Publications, Inc.
Rugg, G., & Petre, M. (2007). A gentle guide to research methods. Maidenhead: McGraw-Hill/Open University Press.
Booth, W. C., Colomb, G. G., & Williams, J. M. (1995). The craft of research. Chicago, IL: The
The nonprofit sector in America is a reflection some of the foundational values that brought our nation into existence. Fundamentals, such as the idea that people can govern themselves and the belief that people should have the opportunity to make a difference by joining a like-minded group, have made America and its nonprofit sector what it is today. The American "civil society" is one that has been produced through generations of experiments with government policy, nonprofit organizations, private partnerships, and individuals who have asserted ideas and values. The future of the nonprofit sector will continue to be experimental in many ways. However, the increase of professional studies in nonprofit management and the greater expectation of its role in society is causing executives to look to more scientific methods of management.
Along such time, the budget has grown over $2000,000, fact that paradoxically left Youth Haven with a deficit of$20,000. Marcel is in the process to upgrade her mindset of for-profit sector molded to the nonprofit sector environment. In addition, an executive director must consider some other factor, even when a nonprofit departs from the way any for-profit business is. In the textbook, Nonprofit Management Principles and Practices, Worth pointed out, “nonprofit managers are confronted with sorting through an array of options and selecting the measures and methods that meet both their own need for useful management information as well as the expectations of funders, watchdogs, and regulators.” (Wroth, P. 161). It is important to understand that administrators of non profits not only have to handle the management side of things but also to make sure that whatever service they are providing to the community is still running
Worth, M. (2014). Nonprofit management: Principles and Practice. 3rd Ed. Thousand Oaks, CA: SAGE Publications, Inc.
Product Line Manager, Liz Marenakos, of The Financial Edge and The Information Edge, asserts that nonprofits must be “accountable to multiple stakeholders, including private and institutional donors; local, state, and federal agencies; volunteers; program recipients; and the public at large”. She goes on to report that “financial and regulatory compliance, stewardship, and donor trust” are essential to nonprofit accountability (Marenakos, 2011). As previously mentioned, these accountabilities are upward, internal, and
Nonprofit organizations provide socially desirable services without the intention of realizing a profit. They have no ownerships shares that can be sold or traded by individuals, and any excess revenues over expenses is used to enlarge the service capability of the organization. They are financed, at least partially, by taxes, contributions, grants and/or state contracts.
Bell, J., Schaffer, E. (2005). Financial Leadership for Nonprofit Executives. St. Paul, MN: CompassPoint-Fieldstone Alliance.
Trochim, W. M., & Donnelly, J. P. (2008). The research methods knowledge base. Mason, OH: Cengage.
Worth, Michael J. Nonprofit Management: Principles and Practice. 3rd Ed. Copyright 2014 by SAGE Publications, Inc.
Throughout U.S. history the nonprofit and government sectors have addressed needs that are not being met by the marketplace through the provision of a variety of social goods and services ranging from health and human services to environmental conservation. In response to increased demand for these services, the number of nonprofits has grown by 59% over the past 20 years (Powell and Steinberg, 2006; NCCS, 2010). There are now over 1.5 million nonprofit organizations in the U.S. which account for 5 percent of GDP, 8.1 percent of the economy’s wages, and 9.7 percent of jobs (Wing, 2008). Over the same time period, government social programs also rapidly expanded in number and per capita cost (OCED, 2010) .
Throughout this course my paradigms of what a nonprofit organization have been challenged as we have considered the major aspects and leadership challenges of these organizations. Having worked with for profit and nonprofit organizations in the past I was quite confident that I had a clear understanding of the distinctions between the two. I had worked in organizations that regularly used volunteers to accomplish their mission and felt that the management of these processes were simplistic. Despite these misconceptions, I found that I was able to learn a tremendous amount through our reading, peer interactions, group projects and equally important, my volunteer service as part of this course.
Another target populations, has been the “glass ceiling,” or invisible barrier, that keeps women and minorities from attaining top jobs. While the ideal of equal opportunity is espoused, it is far from a reality. Women and minorities continue to “peak out” at a low level of management. Kelborn (1995) (pg.
Creswell, J. W. (2014). Research design: qualitative, quantitative, and mixed methods approaches, 3rd Edition. Thousand Oaks: Sage Publications.