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Essay / Research Paper Abstract
This 12 page paper discusses some of the many comments Drucker has made about nonprofit organizations. With more than 80 million volunteers, nonprofits represent the largest employer in the country, albeit unpaid workers. It was nonprofits that implemented new management theories in the past and Drucker believes they will do so in the future. Nonprofits represent a third sector in the economy, along with government and private business. The self-assessment for nonprofits is also explained. Bibliography lists 7 sources.
Page Count:
12 pages (~225 words per page)
File: MM12_PGdrkr.rtf
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Unformatted sample text from the term paper:
week (Drucker, 2001). The number of employee-hours these people work is the equivalent of 10 million full-time jobs (Drucker, 2001). If the volunteers were paid, the aggregate payroll would exceed
$150 billion (Drucker, 2001). The organizations people are most familiar with include the Red Cross, Salvation Army, Girl- Boy Scouts, pastoral churches (Drucker, 2001), public libraries, hospitals, schools, meals-on-wheels, art
museums, and numerous other local, regional and national organizations, They collect donations for organizations like the Community Chest, they drive people to the doctor (Drucker, 2001), they take meals to
people, they act as counselors, they tutor students and so on. There are always more volunteers in a nonprofit than there are working staff (Drucker, 2001). Volunteers in most
nonprofits act as unpaid staff in all levels of the organization, including management (Drucker, 2001). It is volunteer organizations that have led the struggle for crucial positive changes in the
way of life for all citizens. In an interview for Inc. magazine, Drucker said that many small nonprofit organizations were mismanaged (Gendron, 1996). Asked to explain this statement, Drucker
said "because they wrongly believe that good intentions move mountains. Bulldozers move mountains" (Gendron, 1996). Drucker went on to say there are exceptions, for instance small local organizations do jobs
nobody else will do or can do (Gendron, 1996). One such organization developed a way to increase crop production and revenue for banana farmers without destroying rain forests (Gendron, 1996).
Druckers point is that there are many small, often local, nonprofits that are social innovators (Gendron, 1996). In 2001, Drucker again said that nonprofits seem to think that good intentions
and money will solve the problems (The 2001 Leadership and Management Conference, 2001). Another problem many nonprofits had was a strong reluctance to use procedures, processes, and so forth that
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