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Essay / Research Paper Abstract
This 8 page paper examines the nonprofit organization and how to manage it. Various concepts about general management practice are included and applied to the not for profit entity. Bibliography lists 7 sources.
Page Count:
8 pages (~225 words per page)
File: RT13_SA602non.rtf
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Unformatted sample text from the term paper:
than corporations that have the goal of making money. In some way, this is true because everything has to be above board for firms whose goals are somewhat noble. Some
corporations push the envelope and do anything they can in order to turn a profit. The public is somewhat forgiving of this mentality. After all, such corporate executives are legally
obligated to shareholders whose sole involvement is related to monetary gain. However, if someone on the board of a non-profit agency fudges figures, or is less than a perfect human
specimen, it sheds a poor light on the organization. Even when an executive of a not for profit corporation does nothing wrong but simply enjoys a good salary, there will
be criticism. It is expected that managers who work for non-profits give their all and take very little remuneration in return. In managing any organization, there is much to consider.
However, Riddle (2002) suggests that many managers of non-profit organizations are short of time and afraid to delegate. It may be that non-profit managers feel more responsible to do well.
After all, they are usually doing something for which they are paid, but which also has intangible rewards. They may strive to do well because their work is tied to
a larger cause for which they achieve "karmic" benefits as well. In other words, there are intangible rewards associated with working for these organizations. Not for profit organizations have the
added bonus of being endowed with opportunity for both personal and professional growth. Riddle (2002) suggests that these managers brush up on their general management skills by reading books and
attending seminars. Without the drive of the for profit enterprise, some managers may get into ruts. For example, general managerial skills involve the ability to adapt to change. Mangers in
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