Thesis (Ph.D.)--Syracuse University, 2008. / "Publication number: AAT 3345006."

This pamphlet will help you to plan a workshop. It looks at planning the content as well as the practical arrangements for the workshop. There are many reasons for having a workshop. They could include: teaching your activists a skill, like running meetings or producing media; analysing a new political development e.g. an election or a new law; planning a programme of action or a campaign; evaluating the work you have done in the past year, or the work you have done for a campaign; sorting out internal problem like structures that are not appropriate or a break down in working relationships. Whatever the reason for your workshop, you need to make sure that the aim is clear right from the start. Before you begin planning, you need to sort out exactly why you are having the workshop and what you hope to achieve by having the workshop. If your aim is clear, you can go ahead with the planning. This pamphlet is about planning a workshop ONCE YOU KNOW WHAT YOU HOPE TO ACHIEVE.

Make-A-Wish Foundation is the largest wish-granting organisation in the world and can be found in over 50 countries managed by 37 affiliates in five different continents. This thesis is a strategic review of Make-A-Wish International (MAWI), including an implementation plan for the betterment of Make-A-Wish International and its affiliates, namely, Make-A-Wish Hong Kong (MAWHK). The first part of the review is a comparative study of MAWI against six comparable non-governmental organisations. The second part is a situational analysis of MAWI covering its strengths, weaknesses, opportunities and threats as well as some key performance indicators. The third part is an implementation plan for MAWI and MAWHK, which includes key areas of focus, namely Wishes and Wish Quality, Operations, Organisational Development, Community Engagement, Revenue Generation and Brand Building. With this strategic review, the hope is to be able to assist MAWI and MAWHK in its next stages of development to better provide services for the communities they serve. / published_or_final_version / Public Health / Master / Master of Public Health

The purpose of this study was to examine whether focus groups with participation from key stakeholders in the community could identify specific areas that required change in a non-profit community organization. Findings would also provide important feedback for the Board of Directors of a non-profit community organization. Two focus groups were held. One group consisted of nine community stakeholders and in the second focus group six past users of the service participated. Participants gave their comments on program strengths, weaknesses, opportunities and threats in a semi-structured interview using grounded theory in a qualitative format. Program strengths included the community residence for teens and interventions with the family. This thesis will discuss the key findings from the research, its impact on the management of a non profit agency and the challenges for the researcher. This study will also discuss the use of focus groups as a methodology for conducting organizational research, implications for social work practice and future research.

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.

Dissertation Universität Mannheim, 2006.

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.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Non-profit organisations play an increasingly important role in our society as they often represent community interests. The ability of the non-profit sector to perform effectively has become more critical. In order to maintain their value and effectiveness they require continuous renewal. The increased demand placed on this sector as it partners with government to deliver basic services to the community has amplified the need for this renewal process. The non-profit sector is constantly required to develop new ways of building its capacity in an attempt to meet its challenges. Despite the emphasis placed on the importance of capacity building, the term itse~ is frequently too expansive to be meaningful to decision makers. This paper attempts to develop a working definition of capacity building and assess the capacity building levels of TB Care Association. TB Care Association, founded in 1929, provides a service to tuberculosis patients and their families. Over the last decade, the organisation has moved from being a welfare organisation to a developmental health promotion organisation. The survey conducted on TB Care Association indicates that the scores obtained by the organisation coincide with the organisation's stage of development according to Korten (Mukasa, 2003). The results further revealed that fund raising, over dependence on government funding, lack of succession planning and human resources strategies are potential issues that could impede organisational growth and development. / AFRIKAANSE OPSOMMING: Nie-vir-wins organisasies speel 'n al hoe meer belangrike rol in ons samelewing deurdat hulle die belang van die gemeenskap op die hart dra. Die vermoe van hierdie sektor om effektief te wees raak dus al hoe belangriker. Om voortdurend die vlak van waarde en effektiwiteit vol te hou vereis voortdurende vernuwing. Die toenemende vereistes wat gestel word aan hierdie organisasies deurdat hulle met die regering saamspan om basiese dienste te lewer aan die gemeenskap, het die nodigheid van hierdie vernuwende proses beklemtoon. Die nie-vir-wins sektor moet gedurig nuwe maniere vind om kapasiteit te bou om hierdie uitdagings die hoof te bied. Ten spyte van die klem wat geplaas word op kapasiteitsbou, is die term self gereeld te wyd om betekenisvol te wees vir besluitnemers. Hierdie verslag poog om 'n prakties-georienteerde definisie van kapasiteitsbou daar te stel en om die kapasiteitsbou vlakke binne die TB Sorg Vereniging te bepaal. Die TB Sorg Vereniging, gestig in 1929, bied 'n diens aan tuberkulose pasiente en hul families. Oor die laaste dekade het die vereniging beweeg van 'n maatskaplike rol tot die van 'n vereniging wat fokus op die bevording van ontwikkelingsgesondheid. Die opname by die TB Sorg Vereniging toon dat die tellings behaal deur die instansie ooreenstem met die fase van ontwikkeling soos voorgestel deur Korten (Mukasa, 2003). Die resultate toon verder dat fonds-insameling, oor-afhanklikheid van regeringsfondse, 'n tekort aan opvolger-beplanning en menslike hulpbron strategiee moontlike knelpunte kan wees wat organisatoriese groei en ontwikkeling kan belemmer.

This qualitative case study was designed to explore the ways by which women become influential board members in nonprofit organizations. To address this problem, four research questions were explored in order to shed light on the experiences of women on nonprofit boards.This study is based on the following assumptions: (1) women who serve on nonprofit boards have the capacity to be role models and, as such, can empower other women to assume leadership roles; (2) women are motivated to serve on nonprofit boards because they see it as a catalyst for their own career growth and development; (3) due to 2nd generation bias and other underlying barriers, women have to work harder than their male counterparts in order to reach senior positions on the board; and (4) women are forthcoming in describing the challenges they have faced, and willing to share ways in which they overcame those challenges. The women selected to participate in this study were all seasoned board directors who have been serving on nonprofit boards for a minimum of five years on a voluntary basis. The primary sources of data were in-depth interviews with 10 female board members, a focus group of 4 women who met the same criteria as the participants, but who were not part of this study, and a document review of relevant material. The primary findings emanating from this study were: (1) women who joined nonprofit boards had a passion for the mission and a desire to give back to the community; (2) women learned to become influential board members by working hard, while collaborating with their board colleagues; (3) women articulated that the challenges they faced revolved around dissension among peers; and (4) women described overcoming these challenges by developing good relationships with board members and other stakeholders. The principal recommendation resulting from this study is that training and development programs should be implemented for: women of all ages who seek a nonprofit board position; boards of directors of nonprofit organizations that aspire to improve the governance performance and interpersonal relationships within the board; and current board members who would take on a mentoring role. A “train the trainer” program for educators and executive coaches should be implemented in order to advance the performance of the board.