...laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different degree of vulnerability to the external environment”. The External...
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...Governance in Non-Profit Healthcare MGMT 640 Executive Summary Good leadership, financial management, and governance are the essentials for success in any organisation, whether the organisation is a non-profit organisation or a for-profit organisation. In non-profit healthcare the seamless interaction of all the parts makes the organisation successful as a whole. Service provided must be consistent with the goals of the organisation. Agencies and watchdogs have become even more visible seeking accountability and transparency. But how do leaders within the organisation work together to make it a success, how are they governed to achieve the goals of the organisation? In for-profit effective governance is easily recognisable, and achieved. The most important element in an organisation that operates for profit is its balance sheet, great sales and rising stock prices, profits being paid out as dividends, no mention of fraud in the company accounting, these are all excellent indicators of effective governance. In non-profits more so in healthcare, it is terribly difficult to measure or see effective governance. Also, the idea of optimum efficiency may have differing connotations for each stakeholder. Non-profits benefit from the luxury of not having to suffer agency conflicts; nevertheless they must ensure that there are measures in place that ensures transparency. Based on the five (5) overarching strategies suggested...
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...2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different degree of vulnerability to the external environment”. The External Environment:...
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...interpretations, sift and debate, giving reasons for and against and then draw conclusion.(The Learning Centre 2012). ORGANISATION This is an institution, an association consisting of a group of people having common aim and objective, working in a common platform. Profit making organization: The organizations which are working for their benefit as well as for the benefit of the common people are called as the Profit Making Organization, for example cooperatives. A profit organization exists primarily to generate a profit, that is, to take in more money than it spends. The owners can decide to keep all the profit themselves, or they can spend some or all of it on the business itself. Or, they may decide to share some of it with employees through the use of various types of compensation plans, e.g., employee profit sharing. Non profit making organisation: A non profit organization exists to provide a particular service to the community. The word "non profit" refers to a type of business one which is organized under rules that forbid the distribution of profits to owners. "Profit" in this context is a relatively technical accounting term, related to but not identical with the notion of a surplus of revenues over expenditures. The main aim of these organisations is helping the community and is concerned with money only as much as necessary to keep the organisation operating. TREASURY MANAGEMENT. Treasury management (or treasury operations) includes management of an enterprise's...
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... Research done by the author; found that high levels of intrinsic motivation will counteract the effects of restrictive situations. People who volunteer based on interest have higher motivation in restrictive environments than those motivated by extrinsic factors (Oostlander et al, 2014). This compliments previous research done by (Hagger and Chatzisarantis, 2011) and (Gagne & Deci, 2005). Furthermore, SDT suggests Autonomy-Supported Leadership does not bode well with the extrinsic nature of controlled motivation (Gagne and Deci 2005). Oostlander’s study found that Autonomy-Supported Leadership enhances stress and guilt from control-oriented volunteers. These volunteers look towards extrinsic rewards to motivate them when in a non-restrictive environment. However, it is not evident in autonomy oriented volunteers (Oostlander et al, 2014). 2. The author used survey research to derive data for analysis. The data may not be accurate because of the small sample size and usage of variance. However, they did prove that autonomy-supportive leadership is important in volunteering as it aided both intrinsic and extrinsic oriented volunteers. We can apply the research methodology because...
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...Marketing Management 555 Corporate Societal Marketing: Much More Than Sponsorship of Non-Profit Organisations Unit: Marketing Management 555 Assessment: Assignment 2 – Individual Research Paper Lecturer: Astrid Fackelmann Due date: 14 March 2012 Word Count: 3769 words (includes in-text referencing) Student: Tracey Piani Student Number: 08801476 Introduction Consumers increasing awareness and concern for environmental and social issues, over the past two decades, has lead to significant changes in business relationships between the non-profit and for-profit organisations (Polonsky and Speed 2001; Till 2000). Marketing research indicates consumers increasingly reward or intend to reward companies, whose business practices encompass environmental and social issues, prompting corporations to move beyond simply donating to worthy causes to seek out mutually beneficial relationships with non-profit organisations (Till 2000; Wymer and Sargeant 2006; Wymer and Samu 2009). With seventy- five percent of consumers indicating they would switch brands to a company involved with a charitable cause, if price and quality are equal, corporate giving, regardless of its form makes good business sense (Till 2000). Corporate giving is now considered a competitive resource and important marketing tool, with corporate executives proactive and strategic in their donation tactics, addressing their corporate social responsibility objectives...
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...goal or overall aim; or the art of planning and directing overall military operations and movements in a war or battle; It is derived from the Greek word “stratégia” that means generalship (Oxford dictionary. 2015). A company’s strategy consist of the competitive moves and business approaches that managers are employing to grow the business, attract and please customers, compete successfully , conduct operations and achieve the targeted levels of organizational performance (Hough et al. 2008:4). Strategy is all about how the anticipated goals will be achieved. It works like a recipe where different elements are used in a more or lesser manner to achieve an end result. In an organisation the leader ensures all members are heading in the right direction and completing their goals and objectives. Organisations lacking leadership quickly implode as members scatter in all directions attempting to achieve conflicting goals in a silo-orientated environment. However, this can be overcome if leaders communicate and execute business strategies. A business strategy is a leadership plan that achieves a specific set of goals or objectives such as: * Developing new products or services. * Entering new markets. * Increasing customer loyalty. * Attracting new customers. * Increasing sales. * Decreasing costs. (Baltzan, 2013:16) Leaders also work with the realities of their environments and anticipate possible risks and implement measures to minimise the risks. When they...
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...Liam Mulloy 11445008 (one-term Student) Business in Society, Assignment 2, due 02/01/2014 Andrew O’Regan “The John Hopkins International Comparative Non-profit Sector Project has provided important data on the non-profit sector internationally. How has this data informed the development of theories of the non-profit sector?” Introduction The non-profit sector is essentially that part of social activity undertaken by non-governmental and non-profit organisations. Also known as the civil sector, public sector, voluntary sector or the third sector, this part of the economy is gone largely unnoticed but since the 1970s has become under investigation from scholars and economists alike who realised the sector’s large economic contributions. The industry subsequently began to expand; “Prompted by dissatisfaction with the cost and effectiveness of exclusive reliance on government to address the social welfare and developmental challenges of our time, efforts have been launched to find alternative ways to respond”. (Anheier and Salamon, 1992) Seemingly, citizens felt they could no longer rely on the government to neither solve their problems nor provide essentials. Accordingly this shifted the focus of attention to the emerging voluntary sector, which had long contributed to the alleviation of social problems on a global scale, but had long been overlooked in scholarly and economic analyses. Thus the third sector began to grow and became institutionalized in university based...
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... Jerr Boschee and Jim McClurg In this short article the authors outline the four key distinctions that differentiate non-profit social entrepreneurial organisations from other types of charitable non-profit organisations who claim to be making use of social entrepreneurial approaches. Towards a Better Understanding of Social Entrepreneurship Some Important Distinctions Jerr Boschee and Jim McClurg Contents: • Introduction • Four Key Distinctions 1. The differences between “entrepreneurship” and “social entrepreneurship” 2. The differences between “sustainability” and “self-sufficiency” 3. The differences between “earned income strategies” and “social purpose business ventures” 4. The differences between “innovators”, “entrepreneurs” and “professional managers” • Some Final Thoughts • Social Enterprise Definition • Further Information Introduction “Social entrepreneurship” is one of the most misunderstood phrases in the non-profit sector today. Everybody, it seems, has a different definition of what it means. This is our attempt to bring some clarity to the discussion. Our perspective has been shaped by 50 years of experience in the field, one as head of a national consulting firm and the other as the chief executive officer of a US$ 15 million social enterprise. Twenty years ago the idea of non-profits acting in an entrepreneurial manner was anathema to most people in the sector: The idea of merging mission and money filled...
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...8/27/2015 8/27/2015 Samarth Patel | 18586750 Global marketing management Samarth Patel | 18586750 Global marketing management Client Brief Arthritis & Osteoporosis WA Client Brief Arthritis & Osteoporosis WA Table of Contents Background 1 Arthritis 1 Osteoporosis 2 Client details 2 Objective 2 Working structure 3 Current projects 3 Current challenges 4 Environmental Analysis 5 Internal 5 Strengths 5 Weaknesses 5 Opportunities 6 Threats 6 External (Macro environment) 7 Political 7 Economics 7 Social/Culture 8 Technology 8 Environmental 9 Legal 9 Stakeholders and Competitors 10 Stakeholder 10 Competitors 10 Conclusion 11 References 12 Appendix 1 14 Appendix 2 15 Appendix 3 16 Background Arthritis Arthritis is regarded as common diseases amongst Australian. Arthritis is serious condition that can affect people of all age group even children. According HealthDirect (2014), there are over 100 different types of Arthritis that cause a wide range of symptoms which vary depending on different type. Table 1: Statistic related to people suffering from Arthritis Year | Statistic | 2007 | * 3.85 million Australians * 2.4 million (Age group 15-64) * 2 million females * 1.8 million males | 2050(prediction) | * 7 million Australians * 3.7 million females * 3.3 million males | Source: (Painful Realities - the Economic Impact of Arthritis in Australia 2007) Osteoporosis As Arthritis...
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...Comparing Tesco & CRUK Name: Mahima Anjuman Task 1.1 Tesco PLC 1.1 Type of Activity A.) Sector & Ownership The private sector is the share of a country's economic system that is operated by individuals, partnerships, franchises and companies, rather than the government. Most private sector organisations are in the intention of making profit. The section of the economy under switches the government which is known as the public sector. Charities and non-profit organisations are sometimes considered to make up a third section, known as the volunteer sector. However, some organisations are more usually to be considered part of the private sector. The customers can buy shares in Tesco and then get given a shareholder number which than shows on the top right side of the certificate. B.) Advantages & Disadvantages Tesco is owned by thousands of people and organisation such as insurance company and pension funds this is because Tesco is a PLC and is owned by shareholders who fund the company. The advantage of a limited company is that stocks can be sold to the general public unlike a private limited company and can help to raise substantial amounts of wealth easily and are able to advertise in newspapers and on television where’s private limited companies are unable to do this. The advantages of ownership in Tesco is that Tesco have a limited liability for the shareholders , the business...
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...detailed report of Marstons Group’s performance for the year ended 2009, compared with its performance for the year ended 2008. The report also contains calculative analysis of the company’s performance in the past financial year and its variances from previous year’s performance. Trend Analysis A vertical and horizontal trend analysis has been performed so as to detect any major variance in the organization in the past two years. Comprehensive Statement of Position Vertical Analysis There has not been any significant change on the non-current asset side of the organization apart from the decrease in Property, Plant and equipment & increase in deferred tax assets. A part of the Property, Plant and equipment has been either depreciated or sold leading to a negative variance of 2.2%. The reserve for deferred tax has been increased by 0.5%. Goodwill, other intangible assets and other non-current have been stable. Total non-current assets have decreased by 1.6%. The current assets have shown a positive variance of 1.6%, this is mainly due to increase in cash balance from £60.1m in 2008 to £91.3m in 2009. One of the main source of cash was the issue of shares. However, long-term financing does come at a price in the form of future dividend payments. Even though there has been fall in sales, Marstons Group’s debtors have risen marginally by 0.3%. There has been minimal change in inventories and assets held for resale. There has been a significant rise in the...
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...sectors. Mission Statement: • Many organisations have a mission statement. A mission statement is… • The wording may be different depending on the sector. For example in the private sector… • In the public sector… • In the not-for-profit sector… (Use examples of mission statements from the three organisations you are using) Aims and Objectives: • Aims are… (definition, time to achieve, examples are profit maximisation, break-even, survival, service provision, sales, growth, market share, relationships with other businesses) • Objectives are…(definition, time to achieve, how do they relate to aims) • Objectives have to be SMART because… This means…(explain each element) Private Sector Aims and Objectives: • The organisation that I will write about is…(identify main products/services provided) • The aims of the organisation are… • To achieve these aims, the organisation can set objectives such as… Public Sector Aims and Objectives: • The organisation that I will write about is…(identify main products/services provided) • The aims of the organisation are… • To achieve these aims, the organisation can set objectives such as… Not-for-Profit Sector Aims and Objectives: • The organisation that I will write about is…(identify main products/services provided) • The aims of the organisation are… • To achieve these aims, the organisation can set objectives such as… P2...
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...where they operate and which industrial sector of the economy they operate in. Introduction of Tesco Tesco is a massive company with high revenues, it is also a public limited company (PLC) that means it has limited liability, the meaning of limited liability is that the investor cannot lose more than the amount he has invested within the company intern this means that the investor is not personally responsible for the debts of the company so linking this to Tesco it will mean that if Tesco goes into debt the investors are not responsible to pay it off. The main aim of Tesco is to make profit and the reason it will make profit is because it is a well know and established company which has been trading for many years. It has over 2000 stores around the world and it is employing nearly up to 300,000 people which proves that it is a global organisation. Sector of the economy Tesco operate Tesco operates in the tertiary sector which is also know as the service sector and is one of the three main economy sectors, the tertiary sector is something which involves providing a service or product to customer. Some services may involve sales of goods such as food and electronic gadgets to consumers. The products which Tesco provided within there stores are food, books, games ect.. but they don’t not only provided products they also provided services such as car insurance, loans and mobile contracts ect.. This means...
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... NIT Kurukshetra 136119, Haryana E-mail: vaishaliarora1@gmail.com *Author to contact in case of any query. Social entrepreneurship Entrepreneurship is a topic of interest to academics, business people, and governments around the world. The dynamism and vitality of entrepreneurship research is reflected in the flow of new ideas and themes in the entrepreneurship literature. For many, mainstream entrepreneurship is inextricably bound with the creation of new technology firms, however, this is only part of a wide and varied terrain. The focus of this paper is social entrepreneurship - those activities associated with the perception of opportunities to create social value and the creation of social purpose organisations to pursue them. Social enterprises adopt financially sustainable strategies to pursue social aims, and address a wide range of social problems, such as unemployment, inequalities in access to health and social care services, low quality housing, high incidences of crime, deprivation and social exclusion. This paper categorises the...
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