A presente dissertação busca elucidar qual a amplitude do atual mecanismo de prestação de contas utilizado pelo Ministério Público do Estado do Paraná no velamento das Fundações de Direito Privado. Para tanto, realiza-se uma ampla pesquisa documental baseada nas diretrizes teóricas e normativas atinentes ao objeto em apreço, bem como, nos documentos fundacionais presentes na Promotoria de Justiça da Comarca de Pato Branco. A partir das reflexões científicas ulteriores, constatou-se que as nuances do velamento fundacional contemplam múltiplas dimensões de análise, as quais podem ser otimizadas a partir de instrumentos avaliativos capazes de mesclar os pressupostos ontológicos do Terceiro Setor aos preceitos normativos e instrumentais inerentes ao Ministério Público. Entre as ferramentas que se mostraram capazes de auxiliar no mister avaliativo do Terceiro Setor, destacam-se: Balanced Scorecard, Balanço Social, Indicadores Ethos, SERVQUAL (Service Quality Framework), GET (Gap Evaluation Tool) e DEA (Data Envelopment Analysis). Com efeito, a análise das informações oriundas da presente pesquisa indicou quais as limitações da metodologia de prestação de contas atual (SICAP - Sistema de Cadastro e Prestações de Contas) na evidenciação de dados em uma perspectiva pluridimensional, revelando em que sentido as demais ferramentas empregadas no âmbito público e privado podem auxiliar no incremento do SICAP. Ademais, a confrontação dos postulados científicos com a realidade empírica permitiu constatar formas de aprimorar o processo de velamento fundacional exercido pelo Ministério Público, dando as diretrizes necessárias para implantação de um sistema de prestação de contas mais amplo e eficiente, responsável por traduzir dados de múltiplas fontes em termos estratégicos e objetivos. Destarte, a sistemática avaliativa proposta ao final deste trabalho teve sua aplicabilidade confirmada a partir do exame de duas Fundações situadas na Comarca de Pato Branco, demonstrando as vantagens dos pressupostos teóricos e instrumentais desta metodologia no aprimoramento dos controles ministeriais e no desenvolvimento do Terceiro Setor. / This dissertation investigates the extent of benefits of the accountability used by Parquet of Paraná State in the control of the Foundations of Private Law. Initially, it discusses the theoretical concepts of the Third Sector, as well as, it analyzes the documents present in the Public Prosecutor of the District of Pato Branco. Based on scientific considerations, it is clear that the control of foundations has multiple dimensions, which can be enhanced with tools that integrate the ontology of the Third Sector, together with the standards of the Parquet. The tools that can assist in the evaluation of the Third Sector, are: Balanced Scorecard, Social Balance, Ethos Indicators, SERVQUAL (Service Quality Framework), GET (Gap Evaluation Tool) and DEA (Data Envelopment Analysis). The data of this research indicated the limitations of the current methodology of accountability (SICAP), revealing how the controls used in the public and private sectors can transform the SICAP in a multidimensional method. Furthermore, the comparison of theory with empirical reality indicated ways to improve the foundational control exercised by the Public Prosecutor, giving guidelines for the implementation of a system of accountability broader, able to translate data into strategies. Therefore, the control method presented at the end of this research has its applicability confirmed, once that was used in the examination of two Foundations located in the District of Pato Branco, demonstrating the advantages of this methodology in the improvement of controls Parquet, and, in the development of the Third Sector.

Esta Dissertação discute a qualidade de serviços nas organizações do terceiro setor. Sendo o tema ainda pouco trabalhado pela Engenharia de Produção no Brasil, é realizada uma pesquisa exploratória, utilizando a metodologia de estudo de caso. Através de revisão da literatura e de pesquisa de campo efetuada em organizações selecionadas, são estudados os aspectos organizacionais e administrativos do terceiro setor, verificando as particularidades existentes na aplicação do conceito de qualidade de serviços (expectativas X percepção dos clientes) naquelas instituições. Conclui-se que esta não pode ser conduzida da mesma forma que nas empresas de mercado. Devem ser observadas três características típicas das organizações do terceiro setor: não apresentam um único cliente, mas diversos stakeholders representando este papel; cada um destes atores possui distintas expectativas com relação à instituição e apresenta diferentes critérios de avaliação da qualidade de seus serviços; e, em função de valores como justiça e solidariedade, fundamentais neste tipo de organização, o processo de prestação de serviços assume especial relevância, sendo muitas vezes mais importante do que os resultados obtidos. / This Dissertation discusses the service quality in nonprofit organizations. As the subject was not yet deeply studied by Industrial Engineering in Brazil, an exploratory research is conducted, using the case study methodology. Through a bibliographic revision and a field research developed in selected organizations, the nonprofit sector’s organizational and administrative aspects are analyzed, verifying the specific features in applying service quality concept (customer expectation X perception) in those organizations. It concludes that the implementation can not be done in the same way as in for profit companies. Three typical aspects of the nonprofits must be considered: they don’t have only one client, but several stakeholders playing this part; each one of those actors has different expectations towards the institution and its own way of assessing service quality; and, due to values such as justice and solidarity, essential in that kind of organizations, the service delivering process assumes special relevance, being many times more relevant than the results achieved.

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The social problems that exist within South Africa cannot be ignored. The magnitude of poverty, unemployment and crime that exist are ever increasing while HIV/Aids has left 10 percent of the children within this country orphaned. Discrepancies in the access to proper healthcare and education between the private sector and the public sector is evident, mainly due to the failure of the public sector (government) to effectively implement and manage the healthcare and education systems in South Africa. In the last decade, there has been a significant increase in the number of registered non-profit organisations which can be attributed to a greater awareness of the social problems that exist, as well as the inability of the government and the public sector to address the social problems on their own. Social entrepreneurs are attempting to find innovative solutions to these problems by starting non-profit organisations and then implementing projects and programmes that will help alleviate these social problems. Social entrepreneurship is a fairly new concept, particularly within the realm of academic research. Previous studies on social entrepreneurship have highlighted the need for social entrepreneurs and have also emphasised the many challenges these social entrepreneurs face, one of which is the lack of education and business skills training. Research indicates that a non-profit organisation should be run like a small business in order to be successful, which highlights the importance for social entrepreneurs to be equipped with the appropriate business skills. The impact that a social entrepreneur’s education and business skills training has on the success of a non-profit organisation is however still largely unknown. The purpose of this study was three-fold: firstly, to study the relationship between the education and business skills training of a social entrepreneur and the successful functioning of their non-profit organisations; secondly, to develop recommendations for social entrepreneurs on how to more effectively manage their non-profit organisations and guide them in what business training will benefit them as a social entrepreneur; and lastly, to add to the already existing knowledge on social entrepreneurs, particularly within a South African context. The main research methodology used to conduct the empirical investigation in this study was qualitative in nature. Elements of quantitative data collection were adopted in the instruments in order to ensure standardisation when measuring a social entrepreneur’s education and business skills training, as well as the success of their respective non-profit organisation. In-depth interviews were conducted with fourteen social entrepreneurs who work in a variety of social developmental sectors within South Africa. An interview guide was developed to record the formal levels of education and business skills training received by the respondents and to discuss the impact of other types of education and business skills training on their capabilities as managers of non-profit organisations. A tool was developed to measure the success of the respective non-profit organisations and the results were compared to the social entrepreneur’s levels of education and business skills training. Global analysis was the data analysis technique adopted in this study and was used to identify common themes among the transcripts as well as possible relationships between different variables. There were two main findings with regard to the impact a social entrepreneur’s education and business skills training has on the successful functioning of his/her respective non-profit organisation. Firstly, the formal types of education and business skills training of a social entrepreneur have a direct impact on the success of a nonprofit organisation. Secondly, once a social entrepreneur has completed school level education, informal types of education and business skills training play a bigger role than formal types in the effective management and success of his/her respective non-profit organisation. The findings of the empirical investigation showed that the most valuable three types of informal education and business skills training include workshops and conferences, business experience and networks. The most important recommendation for social entrepreneurs is that their school level education should be completed, in order to access further education and business skills training opportunities. The social entrepreneurs must equip themselves with certain skills and knowledge, namely: financial management, legal knowledge, human resource management, strategic management, monitoring and evaluation skills, technical skills and research skills, in order to ensure the successful functioning of their respective non-profit organization.

Small nonprofit organizations are faced with limited resources and budgets for setting and reaching their goals. Some are nevertheless able to mitigate these challenges and achieve success. This thesis examines how this can be done. Organizations with excellent public relations programs have been found to be successful in achieving their goals (Grunig et al., 2002). Through the lens of the excellence model, this thesis analyzes, using in depth, semi-structured interview data, how senior managers of seven successful small nonprofits account for their success and address challenges as well as how their practices reflect the excellence model. This thesis does not test the excellence model in the context of small nonprofits, but rather attempts to establish recommendations for communication and PR success for small nonprofits based on what is learned from a small group of successful organizations.

L'innovation managériale est le type d’innovation le plus adopté par les entreprises européennes. Certains auteurs soulignent que c’est ce type d’innovation qui confère l'avantage concurrentiel le plus durable. Pourtant, malgré un récent regain d’intérêt académique, l'innovation managériale reste beaucoup moins étudiée dans la littérature que l'innovation technologique. De plus, on remarque que cette littérature émergente sur l’innovation managériale ne s’est pas intéressée aux organisations à but non lucratif (OBNL). Or, le secteur à but non lucratif a connu une forte croissance et joue aujourd’hui un rôle économique incontournable. Pour accompagner cette croissance, les OBNL ont notamment adopté des innovations managériales. Les processus de production dans les OBNL reposent fortement sur des facteurs humains et intangibles difficilement substituables à du capital physique. L’innovation managériale, processus également basé sur des facteurs humains et intangibles, s’avère alors être un type d'innovation adapté aux OBNL. De plus, la distinction entre organisations à but lucratif et à but non lucratif a été explicitement présentée comme une grande opportunité pour le développement de la recherche sur le processus d’innovation. Les OBNL représentent en effet un cadre d’analyse spécifique. Ainsi, cette recherche vise à comprendre comment le processus d’innovation managériale est mis en place au sein de ces organisations particulières. La méthode qualitative de l’étude de cas unique enchâssée s’est avérée adaptée pour répondre à cette problématique. L’ONG Action Contre la Faim qui s’est engagée dans un vaste processus d’innovation managériale depuis 2008 a alors pu être investiguée. L’analyse et la discussion théorique de nos résultats nous ont permis de préciser en quoi la mise en place du processus d’innovation managériale est différente dans les OBNL. En effet, le processus d’innovation managériale dans une OBNL est caractérisé par des phases volontairement longues et un modèle mixte qui allie démarche bottom up et top down. Tout d’abord, l’OBNL prend tout le temps nécessaire pour créer collectivement une innovation managériale consensuelle, faiblement formalisée et évolutive. Ensuite, la grande plasticité de l’innovation managériale conduit à une longue phase d’implémentation non linéaire avec une mise en pratique constamment flexible et non routinisée. / The type of innovation mostly adopted by European companies is management innovation. Some authors point out that management innovation provides the most sustainable competitive advantage. However, despite a recent revival of academic interest, management innovation remains much less studied in the literature than technological innovation. In addition, this emerging literature on management innovation has not focused on nonprofit organizations (NPOs). Yet, the nonprofit sector has experienced a strong growth so that it plays now a major economic role. NPOs have adopted management innovations to support this growth. The production processes in NPOs are strongly based on human and intangible inputs that are difficult to substitute for physical capital. Thus, management innovation which is also a process based on human and intangible inputs, appears like a type of innovation appropriate for NPOs. Moreover, the distinction between forprofit and nonprofit organizations has been explicitly presented as a great opportunity for the theoretical development on the innovation process. NPOs represent indeed a specific analytical framework. Therefore, this research aims to understand how a management innovation process is put in place within these particular organizations. The qualitative method of the embedded single case study has been appropriate to address this issue. The NGO “Action Contre la Faim”, which has been involved in a vast process of management innovation since 2008, has been investigated. The analysis and theoretical discussion of our results allowed us to shed the light on the specificities of the management innovation process in NPOs. Indeed, the management innovation process in an NPO is characterized by deliberately long phases and a mixed model that combines a bottom-up and top-down approach. First of all, the NPO takes all the time necessary to collectively create a consensual, weakly formalized and evolving management innovation. Then, the great malleability of management innovation leads to a long and non-linear implementation with a constantly flexible implementation without routinization.

My dissertation is concerned with the organizational survival of cross-sector collaboration in education, a strategy that has long been present in education reform but has received renewed interest in recent years due to broader social and policy trends. In particular, my study is concerned with the environmental, organizational and individual conditions that contribute to the inability of cross-sector collaborations to sustain the “backbone”—or intermediary organizations—responsible for facilitating the collaborative work. In addition to exploring the characteristics that contribute to their organizational death, my study leverages stakeholder interviews and document analysis to build an understanding of the most important considerations for the survival prospects of future cross-sector collaborations. The framing of the study incorporates institutional, organizational and sensemaking theories to guide three tiers—the macro, meso and micro levels—of organizational analysis. Using a qualitative, comparative case study design, I match three unsustainable or “dead” cross-sector collaborations with three surviving pairs that share a similar mission, vision and goals, but vary across a number of key conditions that interview data from the dead collaborations suggest are critical to survival. I conduct 53 new interviews with stakeholders from dead collaborations and draw on 69 interviews that either I or a collaborator conducted with stakeholders from the surviving collaborations as part of a previous study. My total sample includes 122 interviews with stakeholders across the six collaborations. I then build a case narrative for each of the collaborations, using interview data and key documents, followed by a cross-case analysis of how the collaboration pairs differed in the characteristics, conditions, events and strategies they employed during coalition building, implementation and sustainability planning phases. I conclude with an analysis of the patterns across the three dead collaborations that undermined their organizational sustainability and an examination of the promising practices learned from the surviving collaborations. The findings from my study have implications for policymakers, practitioners, philanthropic organizations and future researchers that are discussed in detail in the final chapter. I find four major patterns across the dead collaborations that contributed to their closure, including: institutional contradictions in funder-backbone relationships; perverse incentives for collaboration due to insufficient coalition building and continuous partner engagement; a backbone structure that is either too dependent on or too detached from the school district; and an inability to control alternate narratives about the work being produced by cross-sector partners, funders and community members. I generate theoretical propositions related to these findings for suggested use by future researchers. Additionally, I find six promising practices across the surviving collaborations that have bolstered their sustainability prospects to date: diversifying their funding portfolios to avoid reliance on short-term grants; leveraging an effective leader to communicate a clear value proposition to funders; investing in iterative, partner engagement and collaborative governance structures from coalition building through implementation; creating a common narrative about the collaboration’s identity, but tailoring communications with different stakeholders; buffering the backbone from environmental volatility by separating the roles of facilitation and programmatic service provision; and leveraging network membership to share experiences and avoid replicating mistakes.

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.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (in the field of Public and Development Management) 31 March 2014 / Non Profit Organisations (NPOs) are not exempt from the demands of employee attraction, retention and motivation. As NPOs seek to sustain themselves, the need to manage the performance of employees will continue to be a critical human resource management issue. Performance Appraisals (PAs) are used as tools that help manage the performance of employees; however, there is little understanding by those who participate in their use in NPOs. The purpose of this research is to explore how PAs are used at the Centre for Education Policy Development (CEPD) and how the employees perceive their use. Using qualitative research methods, primary data was collected through interviews and document analysis. The main findings of the research were that, the CEPD was unclear about its objectives for conducting PAs due to poor implementation of performance management systems and that, employees’ perceive the performance appraisal process as ineffective and irrelevant. There are serious managerial implications for defining the process of conducting appraisals and these include; training, selection of appropriate tools and clarifying the roles and responsibilities of each stakeholder in the process.

No description available.