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Thread: MGT503 GDB 2 Spring 2011 idea SOLUTION

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    Senior Member vukhan's Avatar
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    Icon Flash Download MGT503 GDB 2 Spring 2011 idea SOLUTION

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    Discussion Question
    Introduction:

    For a business enterprise, strategies and policies are very important and are closely related to each other. Strategies are comprehensive plans of action, designed to help achieve organization’s goals within specified time. Policies are standing plans that provide the broader guidelines for directing managerial activities in pursuit of organizational goals.

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    Question:

    Are strategies and policies as important in a not-for-profit organization (such as NGO, labour union, hospitals or city fire department) as they are in a business enterprise? Why or why not, give reasons.

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    Administrator Vuhelper's Avatar
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    Strategy for non-profit organizations:
    Alert! Do knot copy paste as it is, just take your idea and make your GDB yourself or
    you will get 0 marks then do not complaint me, please
    And you have to write this not more then 300 words
    Applying ideas about strategy to the not-for-profit world, which were created in the for
    profit world, needs to be done carefully. Clear difference in these types of organizations
    exist, one signefficient difference between for-profit and non-for-profit entities is how
    they each determine there effectiveness, While a wide variety of perspectives exist
    on nonprofit effectiveness, and it has been well argued that effectiveness is “socially
    constructed” (Herman & Renz, 1997, 1998, 1999), nonprofit effectiveness is often
    thought of in terms of mission (Sheehan, 1996) while for-profit effectiveness often
    focuses on “profit” and/or shareholder value (Smith, 1999 & 2004).

    So, while for-profits may be mostly focused on ways to “outperform rivals” (Porter,
    1996, p. 62), not-for-profits can be thought of as focused on “mission accomplishment”
    (Sheehan, 1996). While there may be exceptions when a competitive mind-set is
    appropriate for a nonprofit to consider in developing strategy, most do not take this
    approach. In utilizing strategy concepts in nonprofit organizations, most practitioners,
    consultants, and authors use various strategy tools – while purging the ideas of
    “outperforming rivals,” growing shareholder value, and competition – from the process.
    But if, those competitive drivers are purged, what is used as a replacement?
    This paper argues that the replacement “driver” for competition in nonprofit
    organizations should be a new concept called “mission gap.” It is the foundational
    concept of a new model of strategy, described in the next section, which truly captures
    the essence of the difference between the for-profit and nonprofit sectors.

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