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Essay / Research Paper Abstract
A 4 page paper. There are two sections in this paper. The first considers Enrichment Services Program, Inc., a non-profit agency in Georgia and the second discuses the differences between successful and effective. The paper includes comments on how TQM could be initiated in the agency and also evaluating non-profits. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PGnprf9.rtf
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Unformatted sample text from the term paper:
cities in eight different counties. The agency provides a multitude of diverse services that span all age levels. For example, they sponsor a Head Start program, they provide employment counseling
and they provide services to seniors, such as meals. The breadth of their services is reflected in their mission statement, which begins: "To provide comprehensive family enrichment services with dignity
and respect" (Enrichment Services Program, Inc., 2008). The major focus of this agency is to combat poverty and to help poor families to access services, including training for employment. (Enrichment
Services Program, Inc., 2008). The agencys Annual Report 2007-2008 reflect more then 900 children in their Head Start programs, the greater majority being African American. This report also reveals that
nearly 12,900 families received services of some sort from the agency (Enrichment Services Program, Inc., Annual Report 2008). If this agency did not exist, nearly 13,000 families may have gone
without needed services. That includes numerous children who may have done without proper nutrition, dental and medical services as well as speech pathology services (Enrichment Services Program, Inc., Annual Report
2008). It is very difficult to implement Total Quality Management (TQM) principles and processes in any non-profit or service setting. It is not impossible, its just very hard. The more
divisions, i.e., service categories, the more difficult it is. Its hard enough in a manufacturing setting, which is where Deming first applied his principles, more specifically, in manufacturing firms
in Japan. Yang (2006) commented that the principles of TQM should naturally apply to public or private service agencies but "the practical transfer of manufacturing quality-management practice to the service
sector requires careful analysis" (Yang, 2006, p. 1130). The quality control principles that must be adopted in service agencies include human performance, performance of equipment, use of data, excellent
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