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Benefits and limitations of strategic planning
Principles For Understanding The Strategic Planning Process
Lecture notes on strategic planning
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Strategic planning did nothing but hinder Youth Haven from making more profit, keeping investors happy, and staying on mission. It was not the best management technique for Youth Haven. Since they had a deficit of $20,000, I believe they should not have outsourced to a third-party for a fee. Because of this their funding continued to get increasingly tighter. They still had a deficit and if they can not keep their investors happy, they are going to leave too. Strategic planning should be used as a stepping stool used to evaluate company policy and mission retention. Strategic planning was not used wisely within this organization. Strategic planning is a stepping stool within an organization and should only be used as such. According to a Strategic …show more content…
One, Marcel presented fifteen years of experience as a manager of a local utility company. This particular factor made her accountable towards all the business knowledge, organizational skills, and years of experience in the for-profit sector; traits that are highly valuable and transferable for a management position in the third sector. Second, the board members realized her involvement with nonprofit organizations; Marcel volunteered with various agencies and served as a board member …show more content…
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.
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.
Over the last 20 years, there has been a significant increase in nonprofit and nongovernment organizations (NGOs) in the United States. With the increase in organizations, also came an increase in scandals and in the 1990’s multiple nonprofit and nongovernment organizations lost the public’s trust due to misuse of funds, lavish spending, and improper advances to protected populations. These charity scandals not only hurt direct organization’s reputation, but also led to the mistrust of nonprofit and nongovernmental organizations as a whole (Sidel, 2005). To combat these reputations, NGOs and nonprofit organizations began to self-regulate through employing morally obligated and altruistic employees, accountability practices, and lastly through
Cornerstone Youth Center provides a place for kids ages twelve to eighteen to hang out after school. On any day of the week there are approximately thirty to thirty-five students attending the center. The students appear to be from low socioeconomic status. Also, some of the students have learning disabilities or behavioral problems, which lead them to perform poorly in school.
This study will attempt to differentiate between the two based on definitions, characteristics, tax laws, funding sources, organizational structure, incentives, leadership styles and human resources. This study will include semi structured interviews by the CEO of Guadenzia, a for profit organization in Baltimore City that provides counseling services for at risk youth in Northwest Baltimore and The Director of Northwest Baltimore Youth Services, Inc., a non-profit organization that also provides counseling services to at risk youth in Northwest Baltimore. This information will then be examined in regards to their similarities and differences.
Zietlow, J., & Seidner, A. (n.d.). Cash & Investment Management for Nonprofit Organizations. Bizknowledge Info. Retrieved March 28, 2014, from http://www.bizknowledge.info/My-books/Wiley-Cash-%26-Investment-Management-for-NonProfit-Organizations.pdf
As per Henry Mintzberg, former president of the Strategic Management Society, “strategy cannot be planned because planning is about analysis and strategy is about synthesis. Strategic planning involves a structure or framework, a set of procedures both formal and informal, and of course content. Beyond these basic elements, the underlying assumptions about strategic planning are that the future can be anticipated, forecasted, managed or even controlled, and that the best way to do so is to have a formal and integrated plan about it in place. The process of planning itself may turn out to be more important than the results, and that process requires both analysis and synthesis. Planning simply introduces a formal “discipline” for conducting long-term thinking about an institution, and for recognizing opportunities in and for minimizing risks from the external and internal environments.
Careers in the Nonprofit Sector: Doing Well By Doing Good. Washington: The Taft Group. Wilson, A. and Pimm, G. (1996). The tyranny of the volunteer: the care and feeding of voluntary workforces.
Introduction A nonprofit governing board has many responsibilities when it comes to the success of the finances of an organization. These responsibilities include and are not limited to oversight by state and federal regulators, identifying and managing financial risk, the management of finances and fiduciary oversight, and communication financial transparency to all of the members of an organization. To begin with, executive director’s and CEOs are responsible for coming up with a strategic plan which ensures the relevance of objectives to achieve the organization’s ultimate vision and mission. A vision is a picture of what is possible for an organization to accomplish within the community it serves (p. 79, Carlson).
A nonprofit should have a well thought out strategic plan in order to ensure organizational sustainability. An important component of the strategic plan should include financial initiatives. Currently the Salvation Army is considered one of the most effective organizations in the U.S. “No one even comes close to it in respect to clarity of mission, ability to innovate, measurable results, deduction and putting money to maximum use.” They administer financial policies and ethical reasoning behind the organization’s decisions that provide human services which results in sustainability of the mission.
The relationship between young people and nonprofits can be the start of a significant change in our community, and should be a reciprocal and powerful educational experience. An open-minded and encouraging flow of communication between organizations and community members can be the launchpad for the social and environmental change organizations talk about and try for every day. Together, we can make change – not just a semblance of idealism, but reality, as well.
Our Town Needs a Youth Center! Smallville Elementary was built in 1919 in order to enrich the lives of the youth in Smallville. It served as a school until 1977, when it was closed and changed to a community center. The purpose of the building, however, remained the same: to enrich the lives of Smallville' youth (Ellis 67). Many years ago, my grandmother took painting lessons in the old Smallville building while I was in daycare.
... “The Nonprofit Sector: For What and for Whom?” Working Papers of the Johns Hopkins Comparative Nonprofit Sector Project, no. 37. Baltimore: The Johns Hopkins Center for Civil Society Studies, 2000
The hierarchy within nonprofit organizations may vary according to the organizations size, type of service they provide, and industry. The board of directors, CEO, and executive director all work together to meet the strategic objectives and the mission of nonprofit organizations. In the following paper, it will briefly examine the board of directors, CEO, and executive director’s role within nonprofit organizations.
If asked what strategic planning is one could interpret it as simply a road map that can guide the organization in the right direction. It is very unlikely that an organization would know which direction to take without a sense of direction. Managers are faced every day with decisions that have a major impact on the direction the organization must take, therefore, strategic planning can play an important role in guiding managers in the right direction. In other words strategic planning is a tool that management can use to give them a sense of direction that will guide them in doing a better job and to ensure that all the members of the organization are working toward the same goals