scholarly journals The Not-For-Profit Chief Executive: An Insider View

2021 ◽  
Author(s):  
◽  
Claire Szabo
Keyword(s):  
New Zealand ◽  
Pilot Study ◽  
English Language ◽  
Local Level ◽  
Chief Executive ◽  
Review Literature ◽  
Theory And Practice ◽  
For Profit ◽  
Stakeholder Interests ◽  
Not For Profit

<p><b>Running a not-for-profit (NFP) organisation is not a straight-forward task. The Chief Executive (CE) must deliver on promises to the Board and members, meet the needs of funders, coordinate with partner organisations, lead staff, and ensure that services to clients are effective. The NFP CE leads her organisation through a maze of separate, overlapping and occasionally colliding stakeholder interests. In this study, I investigate in theory and practice, the ways NFP CEs work within their distinct environment of specific accountabilities to negotiate a viable strategic direction for their organisations. I argue thatnavigating the accountability landscape is a key feature of NFP leadership. This thesis looks at the question: how do NFP CEs lead effectively? Sub-questions include: what is effective not-for-profit leadership, what are some of the frameworks employed by CEs to navigate their accountabilities, and how do CEs judge the success of their leadership? I present an insider view, based on my own experience as a CE of an NFP organisation, English Language Partners New Zealand (ELPNZ). The thesis traces my research journey as I moved through cycles of theorising, data collection, and reflection. Starting with data from a pilot study, I present results of interviews with five local-level managers regarding their perceptions of accountability. There is notable variety in how the informants in the pilot study describe and rank their accountabilities. Rather than seeing this result as anomalous, I capitalise on differences and uncover multiple accountability conceptualisations. Utilising theoretical categorisations, I note where 'upward' accountabilities to funders compete with 'downward' accountabilities to clients or 'lateral' accountabilities to other sector organisations.</b></p> <p>With the accountability landscape in mind, I review literature on NFP leadership. Scholarship on leadership has moved away from a focus on great leaders' traits and towards transactional, situational and contextualised models. Borrowing from this evolution in the leadership literature, I posit that the various accountability 'orientations' uncovered in my pilot study could be considered as behaviours in context rather than personal traits; behaviours that may be adaptive within an environment of multiple accountabilities. I employ both autoethnographic techniques and interviews with other CEs to unpack different 'mindscapes' behind NFP leadership in New Zealand. A series of research journals over a two-month period notes the leadership acts I had undertaken with others, my effectiveness, reflections, and learning. Further data were gathered through interviews with four CEs of national, government-funded, membership organisations.</p> <p>The study contributes to both academic and practitioner enquiry. Findings included linkages between organisational accountabilities, and the mechanisms and processes CEs employ to lead their organisations. NFP CEs develop unique descriptions of the groups to whom they account and have individualised conceptualisations of a ranking or pattern. Mission leadership processes and organisational management (with associated hierarchies) simultaneously shape the CE's role. CEs can be effective when they implement a conscious programme of leadership and practice deliberately situational approaches to accountability.</p>

scholarly journals The Not-For-Profit Chief Executive: An Insider View

2021 ◽  
Author(s):  
◽  
Claire Szabo
Keyword(s):  
New Zealand ◽  
Pilot Study ◽  
English Language ◽  
Local Level ◽  
Chief Executive ◽  
Review Literature ◽  
Theory And Practice ◽  
For Profit ◽  
Stakeholder Interests ◽  
Not For Profit

<p><b>Running a not-for-profit (NFP) organisation is not a straight-forward task. The Chief Executive (CE) must deliver on promises to the Board and members, meet the needs of funders, coordinate with partner organisations, lead staff, and ensure that services to clients are effective. The NFP CE leads her organisation through a maze of separate, overlapping and occasionally colliding stakeholder interests. In this study, I investigate in theory and practice, the ways NFP CEs work within their distinct environment of specific accountabilities to negotiate a viable strategic direction for their organisations. I argue thatnavigating the accountability landscape is a key feature of NFP leadership. This thesis looks at the question: how do NFP CEs lead effectively? Sub-questions include: what is effective not-for-profit leadership, what are some of the frameworks employed by CEs to navigate their accountabilities, and how do CEs judge the success of their leadership? I present an insider view, based on my own experience as a CE of an NFP organisation, English Language Partners New Zealand (ELPNZ). The thesis traces my research journey as I moved through cycles of theorising, data collection, and reflection. Starting with data from a pilot study, I present results of interviews with five local-level managers regarding their perceptions of accountability. There is notable variety in how the informants in the pilot study describe and rank their accountabilities. Rather than seeing this result as anomalous, I capitalise on differences and uncover multiple accountability conceptualisations. Utilising theoretical categorisations, I note where 'upward' accountabilities to funders compete with 'downward' accountabilities to clients or 'lateral' accountabilities to other sector organisations.</b></p> <p>With the accountability landscape in mind, I review literature on NFP leadership. Scholarship on leadership has moved away from a focus on great leaders' traits and towards transactional, situational and contextualised models. Borrowing from this evolution in the leadership literature, I posit that the various accountability 'orientations' uncovered in my pilot study could be considered as behaviours in context rather than personal traits; behaviours that may be adaptive within an environment of multiple accountabilities. I employ both autoethnographic techniques and interviews with other CEs to unpack different 'mindscapes' behind NFP leadership in New Zealand. A series of research journals over a two-month period notes the leadership acts I had undertaken with others, my effectiveness, reflections, and learning. Further data were gathered through interviews with four CEs of national, government-funded, membership organisations.</p> <p>The study contributes to both academic and practitioner enquiry. Findings included linkages between organisational accountabilities, and the mechanisms and processes CEs employ to lead their organisations. NFP CEs develop unique descriptions of the groups to whom they account and have individualised conceptualisations of a ranking or pattern. Mission leadership processes and organisational management (with associated hierarchies) simultaneously shape the CE's role. CEs can be effective when they implement a conscious programme of leadership and practice deliberately situational approaches to accountability.</p>

Balgran: solving issues of an NGO in Jammu and Kashmir

2021 ◽  
Vol 11 (2) ◽  
pp. 1-21
Author(s):  
Aarushi Mahajan ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Learning Outcomes ◽  
Local Level ◽  
Scaling Up ◽  
Social Enterprises ◽  
Organizational Legitimacy ◽  
Voluntary Organizations ◽  
Jammu And Kashmir ◽  
Content Type ◽  
For Profit ◽  
Not For Profit

Learning outcomes The learning outcomes have been prepared in accordance with Bloom’s Taxonomy (Bloom et al., 1956). After completing the case, the students shall be able to do the following: • describe the challenges faced by the not-for-profit, non-governmental and voluntary organizations operating at a local level in a conflict-ridden zone (knowledge). • Explain the key features, roles and typologies associated with non-governmental organizations (NGOs) (comprehension), apply such typologies to specific organizations (application) and differentiate between social enterprises and NGOs (analysis). • Analyse various scaling-up techniques and infer the technique(s) used or can be potentially used by a particular organization (analysis). • Synthesize different elements of the organizational environment and reflect on the potential influence of these elements on an organization (synthesis). • Develop frameworks by applying institutional theory and motivations for volunteerism to map challenges of organizational legitimacy and volunteer turnover, respectively, as well as make recommendations to tackle these challenges (synthesis and evaluation) • Develop recommendations for the problems faced by not-for-profit voluntary NGOs (evaluation). Case overview/synopsis Balgran, a local not-for-profit non-governmental voluntary organization operating in the conflict-ridden state of Jammu and Kashmir (J&K), India was established in the year 1975 to empower destitute, orphans, abandoned and socially handicapped children. Since its inception, Balgran has expanded its services at a rapid pace including Bal Bharti public school, health care centre, vocational training and a computer centre. Mr A.K. Khajuria, President of Balgran, was concerned about the high turnover of the voluntary staff, mistrust among the potential donors concerning fund management of NGOs and inadequate funding. Mr Khajuria after a few failed attempts at resolving these issues, called for a meeting of the members of the governing body in February 2019 to decide the future plan of action to resolve these issues. Through this case, the students can understand the challenges faced by local NGOs in general and unique challenges (mistrust among potential donors) faced by NGOs operating in conflict-ridden areas such as J&K. The students will be able to enhance their skills in brainstorming and making recommendations while framing possible solutions to the challenges faced by Balgran. The case seeks to enable the students to comprehend the features and typologies associated with NGOs; the role played by local NGOs in community development; differences between social enterprises and NGOs; scaling-up techniques and paths with special reference to local NGOs and the environmental factors that can potentially influence the operation of NGOs. Complexity academic level This case is suitable for undergraduate and graduate-level students learning social entrepreneurship, social work and management of alternate organizations such as NGOs. This case could be used to discuss concepts related to not-for-profit organizations operating in voluntary settings. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

scholarly journals MySuper Vs. KiwiSaver: Retirement Saving For The Less Engaged

2014 ◽  
Vol 3 (2) ◽  
pp. 2
Author(s):  
Geoffrey J. Warren
Keyword(s):  
New Zealand ◽  
For Profit ◽  
Not For Profit ◽  
Retirement Saving ◽  
Key Points ◽  
The Impact

Australia’s MySuper default superannuation funds are compared against New Zealand’s range of KiwiSaver funds. Some key points of contrast include: the relative maturity and larger balances of the Australian system; the majority of MySuper providers are not-for-profit, whereas KiwiSaver is dominated by for-profit providers; MySuper funds use a much broader range of assets, while KiwiSaver funds invest largely in listed assets; greater use of lifecycle strategies in Australia; the skew to conservative funds under KiwiSaver; and differing fee structures, the impact of which depends on account balance. It is argued that New Zealand could do more to enhance the probability of achieving adequate incomes in retirement.

Cost Stickiness in the New Zealand Charity Sector

2019 ◽  
Vol 54 (03) ◽  
pp. 1950012
Author(s):  
Ahsan Habib ◽  
Hedy Jiaying Huang
Keyword(s):  
New Zealand ◽  
Social Impact ◽  
For Profit ◽  
Managerial Decisions ◽  
Not For Profit ◽  
The Social ◽  
Wide Range ◽  
External Stakeholders ◽  
The Cost ◽  
Cost Stickiness

We investigate whether New Zealand charities exhibit cost stickiness, conceptualized as cost increases in response to an increase in income that are greater than the cost decreases associated with an equivalent decrease in income. Drawing on the holistic accountability rationale, we posit that charity managers consider themselves accountable to a wide range of stakeholders and, therefore, are more concerned about the social impact of their managerial decisions. As a result, charity managers will be reluctant to adjust resources downward immediately after an income drop, as such decisions could lead to the loss of trust and confidence of their internal and external stakeholders. Based on a large sample of charities in New Zealand, we find evidence of cost stickiness. Importantly, we find that cost stickiness varies across a number of characteristics of charities, including charity size, sources of income and expenditure, crisis periods, and the sectors within which the charities operate. Our study contributes to a hitherto unexplored setting and provides empirical evidence on the theoretical debate of hierarchical versus holistic accountability in the not-for-profit sector.

scholarly journals VOADS AND OLDER ADULTS IN DISASTERS

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S391-S391
Author(s):  
Mary H mcsweeney-feld
Keyword(s):  
Older Adults ◽  
Local Level ◽  
Voluntary Organizations ◽  
Health Departments ◽  
Public Health Departments ◽  
For Profit ◽  
Not For Profit ◽  
Services And Supports

Abstract Voluntary Organizations Active in Disasters (VOADs) are a key mechanism for sharing knowledge and resources throughout a disaster cycle. VOADs work as a coalition of not-for-profit organizations that can respond to disasters on a local level in a coordinated response. Given the changes in FEMA’s Strategic Plan for 2018-2022, the role of VOADs will become more important over time. It is unclear whether the needs of older adults in disasters will be addressed by VOAD coalitions. Organizations such as public health departments and emergency management services are typically involved in the activities of VOAD organizations, but it is unclear whether organizations serving older adults know about VOAD coalitions or have considered becoming members of these organizations. A case study of the state of Maryland’s VOAD coalition will be used as an example of how one state VOAD is able to provide services and supports for older adults in disasters.

scholarly journals A Theory of Constraints analysis of organisational budgeting processes: International research and New Zealand managers' perceptions.

2021 ◽  
Author(s):  
◽  
Graham Scott
Keyword(s):  
New Zealand ◽  
Small Sample Size ◽  
Small Sample ◽  
Theory Of Constraints ◽  
Negative Consequences ◽  
For Profit ◽  
Not For Profit ◽  
Central Buffer ◽  
Budgeting Process ◽  
Current Reality

<p>The purpose of this research was to use the Theory of Constraints (TOC) Thinking Processes (TP) to examine the problems and issues associated with Traditional Budgeting in organisations. TOC gave a framework to look at the causality of the problems, identify missing entities, and test solutions. The research was structured in two phases. Phase one sought to organise the problems identified in the literature review using the logic-based framework of the Theory of Constraints (TOC) Current Reality Tree (CRT) to better understand the interactions and causality between the various problems reported. During phase two, interviews were conducted in two Not-For-Profit organisations to test the existence of these problems, the interactions of the problems in the organisations and to see if the literature-informed Current Reality Tree reflected managers’ perceptions, and to find any further causality.  The findings revealed that the managers of these New Zealand organisations perceive they face the same problems as those outlined in the literature. In particular, the budgeting process is felt to be a time-consuming exercise, that causes competition between budget holders for funds, disempowers staff, lowers strategic focus, and “wastes” money as budget holders build in contingency and then spend it.  These problems occur because costs are often unpredictable and there are often negative consequences for getting budget figures wrong. The findings indicate that organisation governors and upper management want certainty of costs, so they use planning and reforecasting to get it. The findings also indicate that the managers of the budgets want certainty on delivery of outputs and add contingency to their budgets to get it. The actions of Leadership use up time and the actions of managers use up money. There is therefore an increase in the internal competition for time and money, which causes siloing of departments, less focus on strategy, and disempowering of staff.  The findings indicate that managers add contingency to their budgets and can then use it because expenses vary in their level of predictability and in how discretionary they are. Unpredictable costs that cannot be deferred can be the most dangerous for budget holders and cause the most pressure to add contingency. Budget holders can then use this contingency along with the deferral of some types of expenses to keep themselves within budget if expenses are higher than anticipated. Conversely, other expenses may be brought forward or inflated to use up any excess contingency.  Alternative budgeting methods like Activity Based Budgeting, Zero-Based Budgeting, Rolling Forecasting and Continuous Budgeting focus on planning and reforecasting to get certainty. The approach known as Beyond Budgeting may reduce the budgeting workload requirement, which then frees up time and therefore empowers managers. Strategic Budgeting overcomes unpredictability by aggregating the contingencies in the individual budgets into a central buffer so that not all funds are allocated before the financial year starts.  Phase two of the research was limited to a small sample size of 10 interviews across two Not-For-Profit organisations. Further research will be needed to see if it is applicable in other settings. The practical implications for organisations relate to the effect that the Leadership demand for planning and reforecasting has on managers’ time. In particular, Leadership also need to understand that the reason managers add contingency is not to disrupt the organisation but so they can deliver on their outputs.  The contribution from this research are both theoretical and methodological. The research provides a deeper understanding of the systemic complex of cause-effect relationships that link over-arching problems to core causes of the issues arising for the use of the Traditional Budgeting Process. The research also demonstrates the use and efficacy of the TOC TP’s to bring clarity and organisation to the research, findings and insights.</p>

scholarly journals A Theory of Constraints analysis of organisational budgeting processes: International research and New Zealand managers' perceptions.

2021 ◽  
Author(s):  
◽  
Graham Scott
Keyword(s):  
New Zealand ◽  
Small Sample Size ◽  
Small Sample ◽  
Theory Of Constraints ◽  
Negative Consequences ◽  
For Profit ◽  
Not For Profit ◽  
Central Buffer ◽  
Budgeting Process ◽  
Current Reality

<p>The purpose of this research was to use the Theory of Constraints (TOC) Thinking Processes (TP) to examine the problems and issues associated with Traditional Budgeting in organisations. TOC gave a framework to look at the causality of the problems, identify missing entities, and test solutions. The research was structured in two phases. Phase one sought to organise the problems identified in the literature review using the logic-based framework of the Theory of Constraints (TOC) Current Reality Tree (CRT) to better understand the interactions and causality between the various problems reported. During phase two, interviews were conducted in two Not-For-Profit organisations to test the existence of these problems, the interactions of the problems in the organisations and to see if the literature-informed Current Reality Tree reflected managers’ perceptions, and to find any further causality.  The findings revealed that the managers of these New Zealand organisations perceive they face the same problems as those outlined in the literature. In particular, the budgeting process is felt to be a time-consuming exercise, that causes competition between budget holders for funds, disempowers staff, lowers strategic focus, and “wastes” money as budget holders build in contingency and then spend it.  These problems occur because costs are often unpredictable and there are often negative consequences for getting budget figures wrong. The findings indicate that organisation governors and upper management want certainty of costs, so they use planning and reforecasting to get it. The findings also indicate that the managers of the budgets want certainty on delivery of outputs and add contingency to their budgets to get it. The actions of Leadership use up time and the actions of managers use up money. There is therefore an increase in the internal competition for time and money, which causes siloing of departments, less focus on strategy, and disempowering of staff.  The findings indicate that managers add contingency to their budgets and can then use it because expenses vary in their level of predictability and in how discretionary they are. Unpredictable costs that cannot be deferred can be the most dangerous for budget holders and cause the most pressure to add contingency. Budget holders can then use this contingency along with the deferral of some types of expenses to keep themselves within budget if expenses are higher than anticipated. Conversely, other expenses may be brought forward or inflated to use up any excess contingency.  Alternative budgeting methods like Activity Based Budgeting, Zero-Based Budgeting, Rolling Forecasting and Continuous Budgeting focus on planning and reforecasting to get certainty. The approach known as Beyond Budgeting may reduce the budgeting workload requirement, which then frees up time and therefore empowers managers. Strategic Budgeting overcomes unpredictability by aggregating the contingencies in the individual budgets into a central buffer so that not all funds are allocated before the financial year starts.  Phase two of the research was limited to a small sample size of 10 interviews across two Not-For-Profit organisations. Further research will be needed to see if it is applicable in other settings. The practical implications for organisations relate to the effect that the Leadership demand for planning and reforecasting has on managers’ time. In particular, Leadership also need to understand that the reason managers add contingency is not to disrupt the organisation but so they can deliver on their outputs.  The contribution from this research are both theoretical and methodological. The research provides a deeper understanding of the systemic complex of cause-effect relationships that link over-arching problems to core causes of the issues arising for the use of the Traditional Budgeting Process. The research also demonstrates the use and efficacy of the TOC TP’s to bring clarity and organisation to the research, findings and insights.</p>

Stakeholders’ Expectations on Health Services

2013 ◽  
pp. 1-15
Author(s):  
Ricardo Corrêa Gomes ◽  
Luciana de Oliveira Miranda Gomes
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Resource Dependence ◽  
Local Level ◽  
Public Organizations ◽  
Service Organizations ◽  
Structured Interviews ◽  
Public Service Organizations ◽  
Stakeholder Interests ◽  
Not For Profit

Performance assessment in profit and not-for-profit organizations has been on the agenda for scholars and practitioners for the last thirty years or so. Despite this effort, a comprehensive model of organizational performance for all kinds of organizations does not exist. This paper aims to contribute to this field by presenting findings from a constructive and interpretative investigation carried out in public organizations at the local level. This research aims to identify the dimensions of performance that addresses stakeholder interests in public organizational performance. To this end, data was collected by semi structured interviews and analyzed using content analysis. The theoretical framework is based on resource dependence, institutional theory, agency theory, and social network theory. Evidence from the investigation indicates that stakeholders assess public service performance on criteria of efficiency, effectiveness, and equity. This paper provides practical and theoretical contributions by suggesting ways of assessing performance in public organizations, which can contribute to strategic planning by setting milestones related to stakeholder expectations and by defining the dimensions of stakeholders’ assessments of the performance of public service organizations.

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