Singapore Children’s association undergoes frequent change process as it could attract more stakeholders to participate with the organization. The manager finds it quite difficult to undergo the changes in the business operation process. As the management undergoes changes the manager is required to bring changes in the entire process thereby introducing different leadership rules for adopting the changes in the business process. Not only so the business manager is also required to look after the business cost for the implementation of the changes in the management process. Thus the manager of Singapore Children’s association finds it quite difficult to adopt the frequent changes in the management. The manager of the organization is also required to convince the stakeholders for the better performance of the organization.
The two types of challenges faced by the manager of Singapore Children’s association are:
Economic unrest: The manger faces major problem in arranging the investments from the stakeholders. This is the only source of investment which plays great role in maintain the organization. The entire Singapore Children’s association will be based on the economic unrest the manger faces problem in accumulating the investors during the economic unrest in the country, therefore in the condition of the economic unrest the business suffers in accumulating the investors. As stated by Maier, Meyer & Steinbereithner (2016), the managers are required to maintain every details of the business operation and are required to maintain the business process thereby looking after the business process and explaining the entire business process to the stakeholders thereby attracting stakeholders for the business process. The condition of economic unrest makes it challenging for the manager to accumulate the effective business process thereby looking after the business operations. The business leader used to elaborate the business operation process as the stakeholders before investing for any non-profit organization is required to get the details of the business operation process (Hiemstra, 2017). For getting the proper outcome from the investments they have made in the business process thereby looking after the business process. The business process is required to perform in that order so that it attracts the stakeholders for investing in the business process.
Changing management: In the Singapore Children’s association it is often found out that the business operation often follows the change in the entire business thereby looking after the conditions of the business in the business market. The changes in the process of the business operations help the business to determine the successful outcome of the business (Steiss, 2019). The business undergoes frequent change process as it could attract more stakeholders to participate with the organization. The manager finds it quite difficult to undergo the changes in the business operation process. As the management undergoes changes the manager is required to bring changes in the entire process thereby introducing different leadership rules for adopting the changes in the business process. Not only so the business manager is also required to look after the business cost for the implementation of the changes in the management process.
The major challenges faced by the non-profit organization, Singapore Children’s society is that the leadership succession that is because the organizational leaders are unable to found any career growth in the organization thereby leading to the change of the working place for the organization leader. This is often found out that the leaders of the organization often lacks in providing the business process thereby looking after the career growth the leaders decided to leave their place. As commented by Steiss (2019), When in any organization the leadership position is remaining vacant there the business is unable to maintain the business process. The entire organization cannot be controlled in the effective manner as the business process leads to the development of the organization. The vacant leadership position leads the organization to found new employees for such post thereby affecting the business process.
The challenge faced by Singapore Children’s society is that the organization is unableto engage the stakeholders. As stated by Zietlow (2018), in the nonprofit organization the stakeholders played the effective role in the business thereby affecting the business process which leads to the lacking of great support from the stakeholders. Thus Singapore Children’s society is unable to maintain the business process as they are not able to engage their stakeholders along with the organizational practices. The engagement of the stakeholders would lead the business to gain effective support from the stakeholders.
Political condition
The political conditions of Singapore are favorable for Singapore Children’s society as the political condition of the country is found to be stable. Therefore the business will be able to run their business in the effective way as there is no presence of any political disturbances. The changes in the legislation can bring changes to the organization.
Economic condition
The economic growth is also high and the economic condition depends upon the economic condition of the neighboring countries also. The employment rates is also high in the country thus the Singapore Children’s society will be able to collect support from the stakeholders. The monetary policy of the country is beneficial for the business and the inflation rate is also not high in the country (Berman, 2015).
Social condition
The income distribution in the country is favorable for the nonprofit organization. The demographic of the country is also favorable for the business. The lifestyle of the people is also high as per the economic rate of the country.
Technological condition
The changes in the information technology supported by the government help the business to draw success. The international influences on the organization helps to increase the business profits as the organization will be able to convince the stakeholders thereby looking after the effective technology for the business (Hopkins, 2017).
Legal condition
As stated by Worth (2018), the taxation policies of the country is low for the non-profit organization in the business process. The employment laws of the country is also favorable for the business as the business process is greatly dependent on the employment laws of the organization.
Environmental condition
The environmental condition of the country is quiet favorable for the country as the regulation and the restriction of the business will determine the business profit. The organization is required to follow the sustainable management of the business (Lee & Nowell, 2015).
External factors
The opportunity that the Singapore Children’s society faces are the political stability of the country. As the economic rate is high in the country, the organization will be able to gain more stakeholders for supporting the organization.
The economic growth in Singapore helps the organization to gather the stakeholders for investing in their organization. The economic growth also leads to the growth of sustainable development in the organization (Selden & Sowa, 2015).
Stakeholders have been defined as “any group or individual who can affect or is affected by the achievement of the organization’s objectives”. The list of stakeholders that can affect or is affected by the achievement of the environmental objectives of the company is long: suppliers, consumers, competitors, national and international legislators, organizations for the protection of the environment, local community, media, employees, managers, etc. The issue of stakeholders’ identification is not yet resolved. There are different categorizations of stakeholders, going from a restrictive list of stakeholders to larger typologies. Therefore it can be stated that the stakeholders will be able to lead the organization in the most successful way. The organization is required to develop the effective relationship with the primary stakeholders for maintain the effective business process thereby leading to the development (Bruce, Byrne & Myers, 2018). The shareholders, investors, employees, suppliers and the customers are considered as the primary stakeholders. The business is required to maintain the business that ensures that the primary stakeholders are attracted towards the business. This is effective for the non-profit organizations to involve the primary stakeholders for the business process. The business process should involve the secondary stakeholders as for the non-profit organization will get a great platform for the business to promote through the secondary stakeholders. As stated by Cano Murillo, Kang & Yoon (2016) the secondary stakeholders like the media, consumers and the general public will be spreading the business and this will help the business to found more investors for the business process. This will help the non-profit organization to develop.
According to the bureaucratic theory of Max Weber, bureaucracy is the basis for the systematic formation of any organization and is designed to ensure efficiency and economic effectiveness. It is an ideal model for management and its administration to bring an organization’s power structure into focus. With these observations, he lays down the basic principles of bureaucracy and emphasizes the division of labor, hierarchy, rules and impersonal relationship (Liket & Maas, 2015).
Managers are organized into hierarchical layers, where each layer of management is responsible for its staff and overall performance. In bureaucratic organizational structures, there are many hierarchical positions. This is essentially the trademark and foundation of a bureaucracy. The hierarchy of authority is a system in which different positions are related in order of precedence and in which the highest rung on the ladder has the greatest power. The bottom layers of bureaucratic organizational structures are always subject to supervision and control of higher layers. This hierarchy reflects lines of bureaucratic communication and the degree of delegation and clearly lays out how powers and responsibilities are divided (Aldashev, Marini & Verdier, 2015).
The organization is required to develop the effective relationship with the primary stakeholders for maintain the effective business process thereby leading to the development. The shareholders, investors, employees, suppliers and the customers are considered as the primary stakeholders. The business is required to maintain the business that ensures that the primary stakeholders are attracted towards the business. As commented by Burks (2015), this is effective for the non-profit organizations to involve the primary stakeholders for the business process. The business process should involve the secondary stakeholders as for the non-profit organization will get a great platform for the business to promote through the secondary stakeholders. The secondary stakeholders like the media, consumers and the general public will be spreading the business and this will help the business to found more investors for the business process. This will help the non-profit organization to develop.
Nonprofit performance management is a practice that is probably being employed, at one level or another, by nonprofit directors or program managers, though perhaps not formally or even recognized as such. As a concept, it may suffer from some definitional confusion due to its strong association with the field of Human Resources management, which is easily observed through a simple google search. But there is another important use of the term that reflects strategies for managing the performance of human service organizations and their programs, and with it, the companion term, performance measurement (McGinnis Johnson & Ng, 2016). Developing a basic understanding of these two terms and how they relate to service delivery efforts and outcomes could prove beneficial to nonprofit managers.
Managing human service programs is complicated. Nonprofits are often under-resourced; managers are required to juggle and oversee the needs of multiple, sometimes overlapping, programs; program models may be inadequately defined rendering management of their implementation difficult; and data on service activity and performance may be hard to obtain and even more difficult to organize and analyze. At the same time, the need to demonstrate performance has been increasing due in part to diminishing resources, increasing calls for accountability and the demand for stronger proof that outcomes are being achieved (Zhang et al. 2017). As a result, developing a useful nonprofit performance management system with related measures might realistically be viewed as an essential component of effective program management and service delivery. Hopefully this blog has provided some helpful information about how these approaches can benefit nonprofit performance, as well as a few ways you might start this journey for your organization.
The possible challenges that the organization may face during the implementation of the non-profit organization program is that the economic recession. The managers are required to maintain every details of the business operation and are required to maintain the business process thereby looking after the business process and explaining the entire business process to the stakeholders thereby attracting stakeholders for the business process (Crotty & Ljubownikow, 2018). As stated by Wang (2016), the condition of economic unrest makes it challenging for the manager to accumulate the effective business process thereby looking after the business operations. The business leader used to elaborate the business operation process as the stakeholders before investing for any non-profit organization is required to get the details of the business operation process. For getting the proper outcome from the investments they have made in the business process thereby looking after the business process. The business process is required to perform in that order so that it attracts the stakeholders for investing in the business process (McKinney, 2015).
The challenges is the management of the frequent changes in the business organization. Nonprofit leaders are tasked with managing change; being creative e with their resources, using volunteers, selecting board members who can contribute in multiple ways, retaining and hiring the appropriate staff, all while facing multiple changes at the same time (Peng, 2019). A change in mindset and a change in behavior are the keys to meeting the demands of a nonprofit’s constituency (Yamashita et al. 2019). Nonprofits must find new ways to operate – their mission may not change, but how they go about it probably needs to change. Nonprofit organizations are true to their mission, whether it is serving the homeless or dealing with disaster relief, but today these organizations have more accountability for seeking funding, retaining staff, and managing change (McLaughlin, 2016).
References
Maier, F., Meyer, M., & Steinbereithner, M. (2016). Nonprofit organizations becoming business-like: A systematic review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64-86.
Hiemstra, M. (2017). Practices of representing, speaking for and involving others within NGOs: an analysis of a Dutch non-profit organization and its intentions (Master’s thesis).
Elfving, J., & Howard, P. (2018). Opportunity identification and identity creation in non-profit organizations. Journal of Enterprising Communities: People and Places in the Global Economy, 12(5), 566-581.
Steiss, A. W. (2019). Strategic management for public and nonprofit organizations. Routledge.
Zietlow, J., Hankin, J. A., Seidner, A., & O’Brien, T. (2018). Financial management for nonprofit organizations: policies and practices. John Wiley & Sons.
Berman, E. (2015). Performance and productivity in public and nonprofit organizations. Routledge.
Hopkins, B. R. (2017). Starting and managing a nonprofit organization: A legal guide. John Wiley & Sons.
Worth, M. J. (2018). Nonprofit management: Principles and practice. Sage Publications.
Lee, C., & Nowell, B. (2015). A framework for assessing the performance of nonprofit organizations. American Journal of Evaluation, 36(3), 299-319.
Selden, S. C., & Sowa, J. E. (2015). Voluntary turnover in nonprofit human service organizations: The impact of high performance work practices. Human Service Organizations: Management, Leadership & Governance, 39(3), 182-207.
Bruce, I., Byrne, C., & Myers, H. (2018). Non-profit branding through marketing and PR. Communicating Causes: Strategic public relations for the non-profit sector.
Cano Murillo, D. E., Kang, J., & Yoon, S. (2016). Factors influencing pro-social consumer behavior through non-profit organizations. Internet Research, 26(3), 626-643.
Liket, K. C., & Maas, K. (2015). Nonprofit organizational effectiveness: Analysis of best practices. Nonprofit and Voluntary Sector Quarterly, 44(2), 268-296.
Aldashev, G., Marini, M., & Verdier, T. (2015). Governance of non?profit and non?governmental organizations–within?and between?organization analyses: an introduction. Annals of Public and Cooperative Economics, 86(1), 1-5.
Burks, J. J. (2015). Accounting errors in nonprofit organizations. Accounting Horizons, 29(2), 341-361.
McGinnis Johnson, J., & Ng, E. S. (2016). Money talks or millennials walk: The effect of compensation on nonprofit millennial workers sector-switching intentions. Review of Public Personnel Administration, 36(3), 283-305.
Zhang, X., Griffith, J., Pershing, J., Sun, J., Malakoff, L., Marsland, W., … & Field, E. (2017). Strengthening Organizational Capacity and Practices for High-Performing Nonprofit Organizations: Evidence from the National Assessment of the Social Innovation Fund-A Public-Private Partnership. Public Administration Quarterly, 41(3).
Wang, C., Duan, Z., & Yu, L. (2016). From nonprofit organization to social enterprise: The paths and future of a Chinese social enterprise in the tourism field. International Journal of Contemporary Hospitality Management, 28(6), 1287-1306.
McKinney, J. B. (2015). Effective financial management in public and nonprofit agencies. ABC-CLIO.
McLaughlin, T. A. (2016). Streetsmart financial basics for nonprofit managers. John Wiley & Sons.
Peng, H. (2019). Organizational ambidexterity in public non-profit organizations: interest and limits. Management Decision, 57(1), 248-261.
Yamashita, T., Keene, J. R., Lu, C. J., & Carr, D. C. (2019). Underlying motivations of volunteering across life stages: A study of volunteers in nonprofit organizations in Nevada. Journal of Applied Gerontology, 38(2), 207-231.
Crotty, J., & Ljubownikow, S. (2018). Restrictive Institutions and Critical Resources: Non-profit Organizations and Volunteer Resources in the Russian Federation. Europe Asia Studies.
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