Thesis (MPhil) -- AUT University, 2008. / Includes bibliographical references. Also held in print (208 leaves ; 30 cm.) in the Archive at the City Campus (T 658.048 CAY)

Thesis (M.A.)--Ball State University, 2008. / Title from PDF t.p. (viewed on Sept. 01, 2009). Research paper (M.A.), 3 hrs. Includes bibliographical references (p. 44-50).

Thesis (Ph. D.)--Henry W. Bloch School of Business and Public Administration. University of Missouri--Kansas City, 2004. / "A dissertation in public affairs and administration and education." Advisor: Nancy Day. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed Feb. 28, 2006. Includes bibliographical references (leaves 107-113). Online version of the print edition.

Before an organisation can draw up a constitution, it must decide what kind of organisation it wants to be. An organisation can be a legally constituted organisation which registers with government bodies or it can be an organisation by constitution alone. If an organisation makes a profit from selling things or else administers large sums of money, it must be legally constituted. Such an organisation would be called a closed corporation or a trust fund. If you want to write such a constitution, you should consult a lawyer for advice. Organisations such as civic organisations or advice offices are usually organisations by constitution alone. This means that there is a clause in the constitution which says the organisation has its own personality and that it can be sued or be in debt just like an ordinary person. This book will help those who want to write constitutions for organisations which are organisations by constitution alone.

No description available.

Abstract not available

This project examines the impact on a Christian mission organisation of the decision to accept government funding and add an explicit international development focus to its work. During the 1980s the Anglican Board of Mission (ABM), the national mission agency of the Anglican Church of Australia, entered into a contractual relationship with the Australian Government which ultimately led to accreditation as a development agency and involvement with the Australian international development sector. This process has significantly influenced ABM both structurally and philosophically, bringing a creative tension within the organisation between two related but distinct approaches to Christian witness. A cooperative inquiry method was chosen with the aim of fostering organisational learning within ABM. The researcher became a participant in a team of five which conducted three cycles of inquiry over a year. This team of staff members and the researcher explored the influence of the growing relationship with government on their faith-based NGO and its implications within the context of Christian mission. Notions of intentionality, accountability and legitimacy within the relationships with their stakeholders emerged as significant foundations for the work of the organisation. The cycles of inquiry generated a body of co-created knowledge which, it is argued, have pointed the way to managing ABM???s dual roles. Its multiple accountabilities - to government, to its Anglican constituency, and to overseas church partners - are understood as offering a framework through which it can continually assess its organisational integrity and fidelity to its value base. Articulating intentionality of purpose and a clear theological understanding of mission and development were identified as crucial if ABM is to maintain its legitimacy as derived from the mandate of the Anglican Church to undertake Christian mission and development on its behalf. ???Making space to breathe??? became a metaphor to describe the task of the organisation in creating both a reflective space which opens possibilities for transformed praxis, and a liminal space between the two Programs of the organisation in which a unifying philosophical ground can be discovered.

Thesis (M.S.M.)--Regis University, Denver, Colo., 2006. / Title from PDF title page (viewed on Feb. 20, 2007). Includes bibliographical references.

In the provision of public goods such as health care for the uninsured, nonprofit organizations serve important functions in society. Because they often rely on volunteer labor, and funding is frequently unstable, their survival depends on factors not present in either private enterprise or state agencies. This comparison case study examines three clinics, one surviving clinic and two that did not survive, to find patterns that characterize organizational success and survival. Theories about public goods, volunteering, and organizational coordination and communication provide insight into different aspects of the case study. Data was gathered from 19 in-depth interviews with individuals connected to the three clinics. The analysis employs Ostrom’s characterization of eight principles of longstanding common-pool resource organizations, with slight adjustments for the public goods setting. As expected, the successful clinic reflects more of the characteristics, or possesses them to a greater degree, than the unsuccessful ones. Specifically, the successful clinic reflects a greater degree of congruence between organizational rules and local conditions (as evidenced by community support), and collective-choice arrangements (as indicated by the presence of an actively engaged board of directors). In addition, the successful clinic is loosely nested with other organizations, whereas the nonsurviving clinics were more tightly nested within local organizations; the looser nesting allows for greater autonomy in decision-making. Finally, an unexpected finding drawn from the interviews concerns the manner in which the clinics framed their message and mission. The successful clinic framed its mission in terms of serving the “working poor,” whereas the nonsurviving clinics stated their mission as charity for the poor and needy. This variance may have contributed to greater community support for the successful clinic.

Thesis (M.S.) -- University of Texas at Arlington, 2009.