Sponsorships
Discuss about the Understanding Motivation And Performance.
There are number of the views that are different and diverse in nature being given by different authors in regards to the different aspects of the operation of the nonprofit organizations. The factors stated by the authors covered different operating areas of the nonprofit organizations. Thus, it is important to critically analyze the different opinions given by the authors in order to have the understanding about the different factors that should be considered by the nonprofit organizations in having effective internal management. In the following sections, literature reviews will be done in order to analyze the different opinions of the authors regarding the effective management of the nonprofit organizations.
For the all the business organizations including the nonprofit organizations, flow of capital is important to be sustainable enough in operating in the market. This is due to the reason that capital is important to invest in different business sectors and to enhance the business operation along with fulfilling the daily requirements. In the case of the commercial business organizations, there are number of sources being used for sourcing capital. However, in the case of the nonprofit organizations, the source of capital is less due to the fact they do not follow the concept of profit maximization in their operation. In addition, their business operation is not for financial viability; rather they are intended for social welfare. Thus, the option of the profit maximization and external investments are nil in case of the nonprofit organizations.
According to Omar, Leach and March (2014), one of the most effective and fruitful options for the nonprofit organizations in having the favorable flow of the capital is attracting sponsorships. This will help the nonprofit organizations to have the source of capital in the organization with having less pressure of return or financial gains. The authors have also stated that it is important for the nonprofit business organizations to follow the business strategies of the commercial business organizations. This is due to the reason that nonprofit organizations are also having the number of areas of expenses similar to the commercial business organizations. Thus, according to the authors, they should also have the same strategies as the commercial business organizations. Moreover, it is also stated by the authors that regardless of the all the same strategies of the commercial business organizations, nonprofit organizations should have the differences in terms of capital source only. They should more concentrate on attracting new and more sponsorship, which will help them to enhance their business operation and their works will get more exposed for potential sponsorships. This will help them in becoming more financially viable.
Branding
According to del Mar Garcia de los Salmones, Dominguez and Herrero (2013), sponsorships for the nonprofit organizations are only limited to the financial sourcing but also it covers the association of the different celebrity personalities in order to enhance the value for the organizations. According to the authors, it can also be treated as a form of sponsorships. It is stated by them that association with the celebrity personality will help the nonprofit organizations to increase their marketing value and it will help them to have more exposure for their works. Thus, the more will be the exposure in the market, the more will be the possibility to attract financial investments from the external investors.
According to Liu, Chapleo, Ko and Ngugi (2015), branding plays an important role enhancing the competitiveness of the nonprofit organizations. This is due to the reason that nonprofit organizations are also having the need and requirement of being viable in the market in order to operate effectively. In this case, branding will help them to enhance their brand value in the market and have more brand exposure among the target audience and stakeholders. In addition, it is also being stated by the authors, in the case of the nonprofit organizations, branding cannot become in the same way of the other conventional business organizations. This is due to the reason that nonprofit organizations are not having the financial stability to support the huge cost involved in initiating the branding strategies. Thus, it is recommended by the authors that nonprofit organizations should initiate the concept of internal branding in order to enhance the brand value and brand image in the market. With the help of the internal branding, nonprofit organizations can initiate the branding process in the market without having to invest huge capital. Moreover, according to the authors, it will also help the nonprofit organizations to have positive and more effective word of mouth in the market. Generation of the positive word of mouth in the market will help the nonprofit organizations to have positive and favorable brand image in the market.
According to Shehu, Becker, Langmaack and Clement (2016), it is important for the nonprofit business organizations to consider the branding of the organization as one of the major aspects in their operation. This is due to the reason that according to the authors, branding should be considered as the primary objectives due to the reason that if the branding of the organizations can be made effectively, then the sourcing of the fund will get easier. Thus, all the following activities can be easily applied in more effective manner. It is also being stated by the authors that branding of the nonprofit organizations is having direct relationship with that of the monetary performance of them. This is due to the reason that positive and extensive branding of the nonprofit organizations will help to attract more investments and thus, the organizations will become more financially viable. Thus, it is recommended by the authors that nonprofit organizations should have to consider branding as their primary objective.
Management
The identification of the different issues that are faced by the people working in the NGO is one of the major steps that is undertaken by the management of the organization. Rusare and Jay (2015) stated that the identification of the issues and resolving the same helps in the smooth functioning of the NGO. The leadership style of the chairperson and the manner in which the management involves the employees into the systems of the organization is an important consideration for bringing in sustenance and innovation in the processes of the organization. However, Eizenberg (2012) stated that the identification of the issues is not the only concern of the NGOs when they are incapable to resolve the same through proper application of the leadership attributes. According to Fast et al. (2013), the proper management of the NGOs is based on the identification of the processes through which the management can involve the employees in the processes through the strategies of shared voice and the like. The involvement of the employees in the decision making process of the NGOs helps in bringing forth innovations in the system of the organization as per the identification of the need of the firm. Bennett (2014) stated that the mitigation of the strategies helps in maintaining the proper functioning of the processes that are planned by6 the NGO as per the demand in the market.
Fast et al. (2013) stated that the key elements of the change in the system of the firm is based on the management of the skilled workforce of the organization. The proper management of the human resource of the organization helps in maintaining the steady growth of the firm as per the needs of the organization to expand their functions. However, Eizenberg (2012) argued that the lack of proper hierarchy in the processes of the organizations affects their management styles. Rusare and Jay (2015) suggested that the implementation of the transformational servant leadership might bring in changes in the systems and the dynamic management skills of the organization. Bennett (2014) stated proper communication with the employees and mitigation of the issues faced by them while undertaking their respective job roles helps in maintaining the different levels of change in the organizational structure. Therefore, it may be stated that the identification of the needs of the people working in the organization and the mitigation of their issues helps in the smooth functioning of the firms.
Motivation is one of the primary objectives of the management of the NGOs as the organizations provide no remuneration to the employees. Arvidson (2014) stated that the identification of the needs of the employees helps in maintaining the different aspects of the motivation that the management of the organization is required to provide to the employees. making the employees aware of the morale of the organization and the holistic approach of the services helps in maintaining the paradigm of motivation. Schweppe, Haynes and Carr (2014) stated that employee motivation is one of the major factors that helps in maintaining the morale of the workforce. The key elements of the change in the systems are based on the identification of the needs of the employees and to keep them motivated to work. Murtaza (2012) stated that the motivation of the employees based on the humanitarian approach helps in maintaining the different levels of change in the systems and the functioning of the organization while functioning. The key elements of the change that is undertaken by the NGOs is facilitated through the proper motivation of the workforce of the organizations. Motivation of the employees in the NGOs helps in exemplifying the paradox of revenue driven people. Arvidson (2014) stated that the work that is undertaken by the NGOs is specifically based on the understanding of the needs of the people. Murtaza (2012) argued that the needs of the people are negated in the NGOs through the holistic approach of the humanitarian outlook of the people to serve the human race. The identification of the different levels of motivation is based on the identification of the needs of the organization to grow in the constrained social structure.
The differences in the functioning of the NGOs are based on the identification of the needs of the people and the society. The identification of the social needs helps in maintaining the different elements of the change in the functionality of the NGOs. Arvidson (2014) stated that the functioning of the organizations is based on the motivation that the NGO can deliver to the employees to work in the different conditions. The recognition of the situations and the manner in which the people are subjected to work and the manner in which their functions helps in improving the position of the organization is itself a motivating factor. the honor of serving the human race and the identification of the issues that are faced by the people working in the NGO helps in maintaining the different levels of the change in the structure and the functioning of the firms.
References
Arvidson, M. (2014). Disputing development discourses. Understanding the motivation and performance of local NGO staff. Occasional Paper, (24), 227-262.
Bennett, J. (2014). Meeting needs: NGO coordination in practice. Routledge.
del Mar Garcia de los Salmones, M., Dominguez, R., & Herrero, A. (2013). Communication using celebrities in the non-profit sector: Determinants of its effectiveness. International Journal of Advertising, 32(1), 101-119.
Eizenberg, E. (2012). The changing meaning of community space: Two models of NGO management of community gardens in New York City. International Journal of Urban and Regional Research, 36(1), 106-120.
Fast, L. A., Freeman, C. F., O’Neill, M., & Rowley, E. (2013). In acceptance we trust? Conceptualising acceptance as a viable approach to NGO security management. Disasters, 37(2), 222-243.
Liu, G., Chapleo, C., Ko, W. W., & Ngugi, I. K. (2015). The role of internal branding in nonprofit brand management: An empirical investigation. Nonprofit and Voluntary Sector Quarterly, 44(2), 319-339.
Murtaza, N. (2012). Putting the lasts first: The case for community-focused and peer-managed NGO accountability mechanisms. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 23(1), 109-125.
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.
Rusare, M., & Jay, C. I. (2015). The project implementation profile: A tool for enhancing management of NGO projects. Progress in Development Studies, 15(3), 240-252.
Schweppe, J., Haynes, A., & Carr, J. (2014). A life free from fear: Legislating for hate crime in Ireland: An NGO perspective.
Shehu, E., Becker, J. U., Langmaack, A. C., & Clement, M. (2016). The brand personality of nonprofit organizations and the influence of monetary incentives. Journal of business ethics, 138(3), 589-600.
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