Management of Not-For-Profit Organizations 472.31 5 Fall 2014.
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Transcript of Management of Not-For-Profit Organizations 472.31 5 Fall 2014.
Management of Not-For-Profit Organizations
472.315
Fall 2014
This Week
Projects• 1st presentation
Preparation for Chapter Presentations
Strategy• at least dipping our toes in the water
start on Reading Assessment• due in 2 weeks (Oct 14)• available at
http://buller.prov.ca/np/materials/NP%20RA1.doc
Strategy
So exactly what is strategy?
• How can profitable growth be achieved?
• How can the chances of survival be enhanced?
• How can competition be withstood?
• How can we thrive?
SWOT
• Strengths
• Weaknesses
• Opportunities
• Threats
SWOT
TOWS matrix
strengths weaknesses
opportunities SO WO
threats ST WT
TOWS matrixstrengths weaknesses
opportunities
threats
resources
5: ______________
resources
5: ______________
TOWS matrixstrengths weaknesses
1: ______________
2: ______________
3: ______________
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2: ______________
3: ______________
opportunities
1: ______________
2: ______________
3: ______________
threats
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3: ______________
resources
1: ______________
2: ______________
3: ______________
4: ______________
5: ______________
TOWS matrixstrengths weaknesses
1: ______________
2: ______________
3: ______________
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2: ______________
3: ______________
opportunities
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3: ______________
a: ______________
b: ______________
c: ______________
a: ______________
b: ______________
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threats
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a: ______________
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a: ______________
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resources
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5: ______________
Brown: 4 Types of Strategies
1. prospectors₋ discovery
2. defenders₋ efficiency
3. analyzers₋ both discovery and efficiency
4. reactors₋ react to whatever comes through the door
Brown: 3 Main Strategy Tasks
1. need for services₋ resources available
2. mechanisms₋ to deliver services₋ to get resources
3. practices₋ to monitor performance₋ to control operations
Commenting on Brown’s text
Strategic perspectives are often held in the mind[s] of key decision makers, sometimes articulated but rarely captured in their entirety…
pg 216
Commenting on Brown’s text
“[T]o think and act strategically [means to]…make specific choices in order to accomplish particular outcomes or goals.”
pg 206
Commenting on Brown’s text
No organization can drive out all of the paradoxes and contradictions, but strategic management is the process by which to facilitate alignment among the various functions and activities in the organization….[This] is called alignment.
pg 207
Commenting on Brown’s text
Nonprofits needs to provide services, but they should also work to change the system so their services are no longer needed.
pg 221
Commenting on Brown’s text
Nonprofits that ignore the resource and market opportunities are like bike riders always heading into the wind or, worse, riders who don’t even know which way the wind is blowing.
pg 217
Commenting on Brown’s text
[D]ifferentiation is important for meeting community needs but also to attract resources.
pg 211
Commenting on Brown’s text
[C]ommitment to the organization and the mission are fundamentally important and a unique advantage for nonprofits.
pg 220
Commenting on Brown’s text
“[T]he effectiveness of organizational adaptation hinges on the dominant coalition’s perceptions of environmental conditions and the decisions it makes concerning how well the organization will cope with these conditions.”
pg 207 (quoting Miles and Snow, 1978)
Commenting on Brown’s text
…multiple “bottom lines”….multiple markets (resources & needs)
pg 213
Commenting on Brown’s text
As executives make decisions about staffing or about which programs to expand or discontinue, there need to be logic and objective criteria behind the deicison.
pg 223
A few things I’ve found useful
when you’re new:• do a10-year financial summary
₋ try to see changes₋ try to compare to oral history
• read every past annual report you can find₋ try to find repetitions
A few things I’ve found useful
when you’ve been there a while:• ask “What can we stop doing?”• take yourself to lunch once a month
₋ worries₋ hopes₋ ideas
• no-cost strategy retreats₋ worries₋ hopes₋ ideas
A few things I’ve found useful
when you’re too focused:• ask
₋ Who are the 2 or 3 best places in the world that do what we do?
₋ How did they get that way?₋ What can we copy?
• write the annual report 10 years from now₋ figure out how to make it come true
A few things I’ve found useful
when you’re stuck:• pull sub-text up into text
₋ making unspoken stuff explicit
• don’t be afraid to₋ be wrong₋ admit you’re wrong₋ let someone go₋ quit