Thesis. 1979. M.S.--Massachusetts Institute of Technology. Alfred P. Sloan School of Management. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY. / Bibliography: leaf 92. / M.S.

Drucker (1994) pointed out that the management of non-profit organization is not driven by profit-making motives, but lead by a mission. Support for the organization is derived from a mission that responds to social needs. In today faced liberal and multifaceted society, the development of non-profit organizations will face competition like ordinary business enterprises. It is an important issue to the non-profit organization of how to gain confidence from the general public. This is also what motivated this study. Therefore, the objectives of the study are: (1) to understand the perspectives of social welfare non-profit organizations on capacity building; (2) to understand how social welfare non-profit organizations build organizational capacity; and (3) to investigate the relationships between capacity building, organizational effectiveness and public confidence in social welfare non-profit organizations. The subject of the study includes non-profit organizations in the city and county of Kaohsiung and Ping-Tung that provide social welfare related services. A mail questionnaire was distributed and the results analyzed by SPSS statistical software. The capacity building and competency model developed by Paul C. Light (2004) was used in explaining the relationship between capacity building and organizational effectiveness. The results of the study show, through capacity building, organizational effectiveness can be improved which further leads to credibility. In fact, the key link to capacity building is not between organizational effectiveness and public confidence, but between organizational capacity and effectiveness. But, through efforts in capacity building, not only does organizational effectiveness becomes improved, the public credibility of the organization is also enhanced, thereby leading to confidence.

Earlier, sustainable development was perceived as a hindrance to economic growth. This seems not to be the case today because strategies towards sustainable development are becoming more common, especially in nonprofit organizations. Sustainable development is about creation of strategies that include wellbeing of present and next generations. This shows that it is important for today’s organizations to be sustainable. However, stakeholders have a part to play in this since they are capable of influencing organizations towards sustainable development. To these influences organizations respond either in a proactive or defensive way. As a result the purpose of this study is to investigate the stakeholders’ influences on sustainable development in a nonprofit organization and how this nonprofit organization responds to these influences strategically. After looking at previous literature about relevant concepts, three research questions were formulated. This study is a case study where in five in-depth interviews have been carried in a Swedish nonprofit organization with an ongoing project about sustainable development. In the course of the study it became clear that there are several important aspects to consider when thriving for sustainability. Furthermore, some stakeholder groups possess more power to influence sustainable development and the organizational response might not have to be exclusively proactive or defensive. Lastly results of this study show that important identified factors of sustainability in this organization are economic, environmental and social. The internal stakeholders are the ones influencing sustainable development in this particular organization and the organization responds by creation of proactive strategies.

Political advocacy research has often relied on concepts from social movement literature to explain the success or failure of lobbying efforts. The following study builds on recent efforts to partner social movement concepts with neo-institutional theory in order to better understand political mobilization. Specifically, I aim to contribute to an understanding of how non-state actors, with little or no formal power, attempt to influence public policy. Seventeen in-depth interviews were conducted with participants of a nonprofit lobbying campaign that occurred in Alberta, Canada, in 2007. By examining the processes and the structural elements of the lobby’s activities, I assess the utility of combining these two theoretical literatures to enhance explanatory power. This study also emphasizes the multi-faceted nature of lobbying campaigns. Advocacy outcomes are influenced not only by challenger strategies and arguments, but by the responses and contexts of their challenges. Social movement concepts, such as frame analysis and resource mobilization, shed light on the lobbying processes undertaken by nonprofit advocacy participants. However, neo-institutional theory allows us to situate these processes within a larger political context, and understand how this context influences the decisions made by political decision makers. In addition to arguing these theoretical claims, I discuss the opportunities and limitations that facilitate and constrain collaborative processes between the Government of Alberta and the province’s nonprofit sector.

Project Report (M.Pub.) - Simon Fraser University, 2005. / Project Report (Master of Publishing Program) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.

This video series and report act as an educational tool to help small to mid-sized nonprofits use social media in the most beneficial way for their organization, by offering advice and tactics based on actual stories from nonprofits in Austin, Texas. As the landscape of marketing and media changes, nonprofits must be willing to utilize social media for their development strategies, event planning, volunteer recruitment and engagement, and have an up to date social media policy. Six nonprofit organizations tell their success stories and discuss the importance of integrating social media into their marketing strategies and campaigns. / text

This thesis has explored the balanced management of a value-based, non-profit organization. The District operation of the Boy Scouts of America has been used as the basis of the study. The conflict between values, structure, and results has been discussed in relation to models of structural, scientific, human, and integrative approaches to management. A balanced, rational management system has been explored.The central problem was how to provide a value-based volunteer organization with an effective management system that will achieve program results. The value and significance of the problem arose from the increasing use of volunteers to meet social needs. The method used was a review of selected literature, documents, interviews, and the results of a survey of District-serving professionals in the Boy Scouts of America.

For many years, the determination of which organizations should qualify for the significant tax benefits accorded to "registered charities" ( "organismes de bienfaisance enregistres") under the Canadian Income Tax Act has been based, in all provinces, on the concept of charity developed by the English common law of charitable trusts. However, there are other sources of meaning for the concept of "charity" ( "bienfaisance") in Canada, including ancient, civil law sources that continue to form part of the basic law of Quebec. / This study challenges the longstanding, unijural approach to the registered charity provisions on the basis of the constitutional division of powers, and the federal government's commitment to respecting bijuralism and bilingualism in its legislative texts. It explores the diverse, legal sources concerning charity and the devotion of property to the public good that form part of the law of property and civil rights in the provinces. Finally, it examines how these diverse provincial sources might affect the current approach to the registered charity provisions, and the project of ensuring that federal laws are accessible to each of Canada's Francophone civil law, Francophone common law, Anglophone civil law and Anglophone common law audiences.

Political advocacy research has often relied on concepts from social movement literature to explain the success or failure of lobbying efforts. The following study builds on recent efforts to partner social movement concepts with neo-institutional theory in order to better understand political mobilization. Specifically, I aim to contribute to an understanding of how non-state actors, with little or no formal power, attempt to influence public policy. Seventeen in-depth interviews were conducted with participants of a nonprofit lobbying campaign that occurred in Alberta, Canada, in 2007. By examining the processes and the structural elements of the lobby’s activities, I assess the utility of combining these two theoretical literatures to enhance explanatory power. This study also emphasizes the multi-faceted nature of lobbying campaigns. Advocacy outcomes are influenced not only by challenger strategies and arguments, but by the responses and contexts of their challenges. Social movement concepts, such as frame analysis and resource mobilization, shed light on the lobbying processes undertaken by nonprofit advocacy participants. However, neo-institutional theory allows us to situate these processes within a larger political context, and understand how this context influences the decisions made by political decision makers. In addition to arguing these theoretical claims, I discuss the opportunities and limitations that facilitate and constrain collaborative processes between the Government of Alberta and the province’s nonprofit sector.

The purpose of this study was to learn how five Indonesian grassroots nongovernmental organizations (NGOs) perceive, understand, interpret and operationalize the constructs of organizational effectiveness (OE) in the management of their organizations. Previous research has been largely based on findings from business oriented profit organizations in economically developed societies. However, there has been little information collected from non-profit organizations in developing countries, in particular indigenous NGOs working at grassroots level. The aim of this research was to redress that imbalance, in particular, to discover which aspects of organizational effectiveness appear to be relatively universal and which appear to be context-specific. / Data were collected using a combination of qualitative and quantitative data in the form of focus groups, interviews, case studies and surveys. Eigen value factor rotation and Cronbach's alpha analyses of qualitative data, as well as observer and methodological triangulation of qualitative data informed that data findings were statistically reliable and valid. Key findings indicate that participants and their stakeholders used language reflecting traditional management concepts to describe such events as differentiating short, medium and long term goals, and developing information and documentation procedures. Yet on almost every occasion these descriptors were augmented by context-specific additional discourse suggestive of a multidimensional view of each event. Approximately two thirds of effectiveness criteria adopted by NGO managers and their constituents involved relationships, communication. mutuality of goals, solidarity, empowerment, and self-help with only about one third of usage relating to functional management issues such as financial accountability, project monitoring and evaluation, and work processes. / Strongly featured in participants' perceptions effectiveness was a reflection of the dominant role played by political issues within the surrounding community and the lives of the participants. For example, in describing their efforts to achieve effectiveness, NGOs nearly always suggested criteria and values that described efforts to mobilize, advocate, influence and affect societal change. Activities utilized to transform the internal organization were thought by participants also to be transforming the organization's external political landscape. Context-specific findings included attempts to blend organizational structures with community practices. For example, one NGO purposely disbanded its legal status as a foundation (Yayasan) to become a collective. There were significant disagreements among participants regarding best organizational practices. Often, the grassroots NGOs appeared to be pulling in opposite directions. Those NGOs engaged primarily in striving to provide tangible services appeared to be moving towards more conservative, conventional management models that focus on structure, operating procedures, and fiscal and program assessments. Other NGOs, engaged in community mobilization, were moving towards more radical organizational structures and processes. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005.