Strategic Management in Non Profit Organizations †MyAssignmenthelp

Question: Discuss about the Strategic Management in Non Profit Organizations. Answer: Introduction Strategic management is about the recognition as well as the explanation of the strategies which managers needs to carry forward so that better performance as well as a competitive advantage for the organization can be achieved. However, strategic management and strategic planning of the organizations is fundamental the model as well as the methods utilized for the implementation of profit making along with nonprofit making differs from one organization to the other (Hitt, Ireland Hoskisson, 2012). In profit-making organizations, it can be observed that they plan the strategies that would enhance the wealth of the shareholders or the owners along with which it may have profit orientation (Bryce, 2017). However, a detail literature review on the Strategic managements of the non-profit organizations will be done in this assignment. At the very beginning of conducting a literature review the research scope has been identified and as far as this assignment the specific research question has been find out which is the Strategic management in non-profit organizations, e.g. charities and NGOs. The initial work was to research about the topic in various journals, articles as well as well-established websites, scholarly books and dissertation. Then follow that an understanding was developed that what all sources are available, what can help accurately in the literature review along with the track of properly citing those resources. Google scholar was mainly used to find out sources so that the work can be appropriately cited. Then follows the important part where the critical analysis is done based on the topic selected through the resources collected. However, the analysis will further explore the relationships, important themes and any critical gap if any in the research conveyed in this work. Moreover, the views of the scholars are discussed in the literature review part and further a discussion has been drawn from that literature review, which summarizes what the findings are and if the findings are matching with the research question or not (Byrne, Keary Lawton, 2012). Theory of resource dependency Erwin (2013) has stated that for nonprofit leaders, board members as well as fundraising staffs it is important to understand the essence fundraising and the reason behind strategic choices that can be made by the organizations is concerning fundraising. Moreover, Pfeffer and Salanciks theory of resource dependency is mainly a study on how the external resources of an organization have an effect on the behavior of the organization. However, it further explains that organizational behavior is a display of the strategic management of the organizations dependency on an external resource as well as the emerging demands of the donor directing the resources (AbouAssi, 2013). Moreover, the external resources for any non-profit organization are mainly the donated funds and gifts those are in kinds. There are acquired goods and services mostly for larger, national as well as international nonprofits, but these organizations are also found to have focused a huge deal of time as well as attenti on on gaining voluntary financial supports, which yielded few or no tangible benefits to the donor. In a research study by Scherhag and Boenigk (2013), their study is mainly of mixed-methods based on the non-profit donor treatment with considerations to communications as well as stewardship among the organizations as well as their donors or would be donors. Scherhag and Boenigk concluded that the persuaded logic of the industry, which is approaching the wealthier donors along with the would-be donors favorably as opposed to the outlook. This is generally taken with fewer giving donor base and would be maintained under scrutiny as supplying with greater overall revenue to the cultural nonprofit, expressing nonprofit organizations offer preferential treatment for the most profitable donors in order to build a stronger relationship with them and to secure (the) scarce resource (of donations)(Scherhag Boenigk, 2013, p. 446). Strategic management has a role in organizational success Strategic management has a connection with the success of the organization that has been supported by Rouse, n.d.by stating that strategic management is the constant planning, observation, evaluation and assessment of all, which is important of a non-profit organization to achieve their goals and objectives. In the support, organizational success has been further defined as the attainment of increased as well as sustainable outcomes (McKinney, 2015). Nonprofit organizations however, supplies a distinctive public trust function in the society in which they mainly offers public benefits via private and voluntary actions. However, according to Anheier (2014), the visions of non-profit organizations are to have a perfect future. Their missions that help implement those visions along with their goals all are programmatic concerning service measures along with financial in reference to measuring fundraising that permits those goals to be met and their tactics as well as policies accomplish ed in order to attain the goals must all be ranged in purpose. Therefore, values, virtues as well as integrity in both of the purpose as well as execution of arranged plans to execute tactics and policies must be constantly at the head of the non-profit organizations apprehensions of why it exists even though realizing that reality requires adaptation in those tactics as well as politics. Acclaiming for the precious resources, which mainly involves the finances that by definition come from the advantageous graces of external stakeholders those who are in favor of the organizations vision as well as mission, must be consistent. Moreover, apart from tactical adjustments in return to the external realities the nonprofit organizations should serve themselves as a living organism, evolving and learning so that to get ever-improved in respect to their effectiveness. The multi-faceted mandate is the one that can guide much non-profit organization to face the strategic management, which is considered as the long-standing practice in the world of business. Hawthorne in 2015 in his study has said that strategic management includes pleasing stakeholders who are necessary to a nonprofits victory as the stakeholders help the total movement of a nonprofit organization. Moreover, Candler and Dumont (2010), has stated that nonprofit stakeholders involves the clients, donors along wit h recourse suppliers, experts or the regulators, staff members, partners or the allies, constituents, the policy influenced targets, the members, general public as well as media (Evans, 2013). According to Anheier (2014), not only do the nonprofit stakeholders survive internally as well as externally to their corresponding organizations but they also survive in relations to multiple organizations in which the nonprofit organizations greatly varies in scope as well as functions. He has further stated that in the united states, their members as well as the public can get services in the fields of arts, education along with public policy, financial services, health and human services, the environment, humanitarian and disaster relief, human rights, fraternal and lastly, professional associations, religion and so on. However, nonprofit sector are having an essential and universal role in the lives of many people. Therefore, the general nonprofit organizations must be harsh in working in such a way so that not to be wasteful with their resources so that they can have the greatest and the widest positive effect on behalf of their stakeholders along with functioning with complete clarity and accountability. However, in another article of Hasenfeld and Garrow (2012), Kelly Frank has described that a decrease in the funding of the government is the latest paradigm for the nonprofits that are customary to grand funding existing as a stable source that either stays flat or expands each day. The reduction is mainly poignant and sarcastic at present as there is an increase among the needs of the community. Moreover, in another study by Mosley (2012), Oster has continued by saying that this lessens funding are concerned with another persistent issue that is the increased competition where both among nonprofit as well as between nonprofits and for-profit or public organizations. He further stated that both the clients of as well as donors of the nonprofit have strengthen their demands for professional, systematic provision of goods as well as services. The tax and rules of accounting and their standards are modifying. Therefore, in this surrounding, several nonprofit organizations have revolved to the managerial tools among the for-profit sector for assistance. On the other hand, the nonprofit organizations are not similar to that of the for-profit and so the dispersal of ideas over the sectors not every time moves evenly. Business model of strategic management In another study by van Fenema and Loebbecke (2014), in support of the fact that nonprofits have revolved to the business model of the strategic management Polonsky and Grau has stated that several approaches has been adjusted from those among the for-profit sector. However, Anheier has further stated that strategic management is a procedure through which the organizations can evolve as well as regulate their visions, programs, performance as well as directions, which are mainly long term. He continued saying that it further encloses the entire organization and inspects the organization in the context of broader fields or surroundings. This further enhancing the strategies for action on wider apprehensions of the position of the organization, looking forward in search to predict the likely conditions in the external surrounding from a medium to long run and pursue to identify the vital changes that is needed in the organization if it wants to continue with their mission efficiently i n the future. In another article by Omar, Leach and March (2014), it says that alliance between the nonprofit as well as the business sectors is broadly consider as a procedure that is beneficial for the society, business as well as the nonprofit organizations. However, this very process has seldom being considered from the nonprofit perspective. In this article, the discussion is mainly about a new structure to guide nonprofit organizations in enhancing strategic alliances with business. It further argued, by existing strategically proactive than being reactive to what might the business provide, nonprofits can enhance the scale of their cross-sector alliances and therefore, develop their sustainability. In another article by Akingbola (2013), he came up with a model based on strategic nonprofit human resource management (SNHRM) which mainly extracts sources from the resource-based view as well as resource dependence theory further define the origins of the strategic human resource management (SH RM) in the nonprofit organizations. However, in the article three assisting principles, then types of strategy as well as propositions has are bestowed which can describe the complicated interactions and processes which are taking place in the strategic nonprofit human resource management system. This particular article also places a basis for the upcoming researches and provides the managers a structure for the SHRM planning as well as execution in the nonprofit organization. On the other hand, Ridder, Piening and Baluch (2012), has emphasized that nonprofit organizations are facing high demands so that they can be more systematic and effective mainly in their increasing financial cutbacks, the high demands for services as well as the push towards the strategic management which is performance related. However, Human resource management do plays an important role while coping the challenges in an organization. However, within the field of nonprofit organization there is very few tha t is known about the importance of HRM in the management system. This article further defines that a shift has been made towards a more dominant strategic management in the arrangement of HRM. This article thus, emphasizes and contributes by revealing a third way in the nonprofit organization to observe a specific contribution of this HRM to tackle the challenge the organization face in their interior or exterior environment. Thus, from the critical analysis on the topic Strategic management in non-profit organizations, e.g. charities and NGOs mainly has been found to discuss that strategic management do have an essential part to play in the nonprofit organizations and this has been supported by various researchers who have shown interest in this topic. Along with the theories the critical analysis also have contributed that strategic management do have a huge part in the organizations success. Another beneficial strategic management can be the collaboration among the nonprofit organizations with the business sectors that came in the critical analysis. Conclusion Therefore, from the above report it can be said that strategic management is mainly the description of the strategies that the managers take for organizational benefits. Moreover, in profit-making organizations they plan the strategies that would enhance the wealth of the shareholders or the owners along with which it may have profit orientation. As per the critical analysis, it has been found that the articles are also largely supporting that statement that strategic management does have an important role to play in nonprofit organization be it for their success or be it supporting their finances, resources or stakeholders. References AbouAssi, K. (2013, June). Integrating resource dependency theory and theory of weak ties to understand organizational behavior.InPublic Management Research Conference. Madison, United States of America. June(pp. 20-22). Akingbola, K. (2013). A model of strategic nonprofit human resource management.Voluntas: International Journal of Voluntary and Nonprofit Organizations,24(1), 214-240. Anheier, H. (2014).Nonprofit organizations: Theory, management, policy(2nded.).London: Routledge. Bryce, H. J. (2017).Financial and strategic management for nonprofit organizations. Walter de Gruyter GmbH Co KG. Byrne, M., Keary, E., Lawton, A. (2012).How to conduct a literature review.The Irish Psychologist. Erwin, C. O. (2013). Classifying and comparing fundraising performance for nonprofit hospitals.Journal of health and human services administration, 24-60. Evans, P. (2013).Choreography and Performance: A phenomenological study of accountability relationships between non-profits and government.University of Manitoba (Canada). Hasenfeld, Y., Garrow, E. E. (2012).Nonprofit human-service organizations, social rights, and advocacy in a neoliberal welfare state.Social Service Review,86(2), 295-322. Hawthorne, M. (2015).Role of Nonprofit Stakeholders. Retrieved June 27, 2015, from https://smallbusiness.chron.com/role-nonprofit-stakeholders-32096.html Hitt, M. A., Ireland, R. D., Hoskisson, R. E. (2012).Strategic management cases: competitiveness and globalization.Cengage Learning. McKinney, P. (2015). Organizational Success: Factors Definition | Study.com. Retrieved June 27, 2015, from https://study.com/academy/lesson/organizational-success-factors-definition-quiz.html Mosley, J. E. (2012). Keeping the lights on: How government funding concerns drive the advocacy agendas of nonprofit homeless service providers.Journal of Public Administration Research and Theory,22(4), 841-866. Omar, A. T., Leach, D., March, J. (2014).Collaboration between nonprofit and business sectors: a framework to guide strategy development for nonprofit organizations.Voluntas: International Journal of Voluntary and Nonprofit Organizations, 25(3), 657-678. Ridder, H. G., Piening, E. P., Baluch, A. M. (2012). The third way reconfigured: How and why nonprofit organizations are shifting their human resource management.VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations,23(3), 605-635. Rouse, M. (n.d.). What is strategic management? - Definition from WhatIs.com. Retrieved June 27, 2015, from https://searchcio.techtarget.com/definition/strategic-management Scherhag, C., Boenigk, S. (2013). Different or equal treatment? Donor priority strategy and fundraising performance assessed by a propensity score matching study.Nonprofit Management and Leadership,23(4), 443-472. vanFenema, P. C., Loebbecke, C. (2014). Towards a framework for managing strategic tensions in dyadic interorganizational relationships.Scandinavian Journal of Management,30(4), 516-524.