920 resultados para non-profit organisations


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This paper will provide an overview of a joint research initiative by the Queensland University of Technology in conjunction with the Australian Smart Services Cooperative Research Centre into the development and analysis of online communities (OLCs). This project aimed to create an exciting and innovative web space (Staywild.com.au) around the concept of adventure travel. This paper considers the literature on promoting and building online communities. It also discusses methods for promotion and encouraging participation. These methods emerged from the literature and the results of a Staywild user survey. In our research for this paper we found little work that focused on promoting and building OLCs for non-profit organisations. This paper thus contributes to the field in its work towards developing a standardised method of marketing and promotion that can be applied to niche non-profit communities.

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In the present economic climate it is easy to get carried away by the negative aspects of the rationalisation and review process which has taken place. As a person considering an offer to take up office with a non-profit organisation or as a person already holding such a position, one way of dealing with the increased exposure to liability may be to refuse the offer or resign from your position. Although this is a legitimate risk management tool (and appropriate in some circumstances), it is essential to the recovery of the economy that the "close up shop mentality" does not prevail. Although regulation of the business community and the community in general and enforcement of those regulations is increasing, the legal framework in which directors, officers and committee members of non-profit organisations operate has not substantially changed in recent times. It is necessary to face up to liability exposures (many of which have existed for centuries) and take steps to manage those exposures in order to carry out the objects of the organisation you serve and which in turn serves the community.

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Volunteering Qld’s Project Creatives continues to explore the critical role creative disciplines and creative people play in providing new models of engagement and action in social change and community work. This article explores three different non-profit organisations that have used collaborative photography to enable locals to empower themselves. Written by Alice Baroni a volunteer with the Education, Research and Policy Unit of Volunteering Qld. Alice is undertaking a PhD at the Queensland University of Technology, exploring (photo) journalism, participatory content creation and community photography in Brazil’s low income suburbs. She is part of the ARC Centre of Excellence for Creative Industries and Innovation, and a Brazilian research group ‘Storytellers and Narratives: Contemporary Journalism’. Two of the initiatives explored in this publication are Viva Favela and Imagens do Povo that are ideologically and physically supported by, respectively, Viva Rio and Observatório de Favelas, based in Rio de Janeiro, Brazil. ‘Favela’ is often translated simply as ‘slum’ or ‘shantytown’, but these terms connote negative characteristics such as shortage, poverty, and deprivation, which end up stigmatising these low-income suburbs. Fotografi Senza Frontiere (FSF) (Photographers Without Borders) is an Italian non-governmental organisation that gathers together a group of photographers who aim to provide youth from extreme regions in Nicaragua, Algeria, Argentina, Panama, Uganda, and Palestine with skills to photograph and document their own reality by establishing permanent photo laboratories. This idea, which is similar to that of Viva Favela and Imagens do Povo, is to enable youth to become professional photographers as a means of self-representation and self-empowerment. Afterwards, students become educators in established photographic labs so as to pass on what they have learnt through FSF’s photographic courses.

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The growing reliance on volunteers in Australia has heightened the need for non-profit organisations to retain these valuable resources. However, the current literature on volunteer retention is limited. One potential way volunteers can be retained is by providing learning and development opportunities (LDOs). This study investigates the relationship between volunteer perceptions of LDOs, their motivations for volunteering, and retention. Analyses revealed significant main effects for LDOs and volunteer motivations on retention and several interactive effects demonstrating that LDOs can have differential effects on retention depending on the reasons for volunteering.

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The political and bureaucratic discourse surrounding non-profit sector reform is centred on streamlining the regulatory framework. Phrases such as 'one-stop shop','reducing red tape' and 'duplicative, burdensome and unclear requirements' fill press releases, government reports and discussion papers. In this chapter, I examine quantitative measures of the current regulatory compliance burden facing non-profit organisations in Australia as a benchmark for measuring progress over the coming years. I focus on regulatory compliance estimates for four key stages of non-profit enterprise activity non-profit enterprise start-up and registrations; fundraising;grant paperwork; and regulation proportionate to the size of the non-profit enterprise.

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A need to respond to changing legislative requirements, rising expectations from customers and shortages of suitably experienced staff are forcing non-profit organisations in the aged care sector to change. As new customer segments emerge and the existing aged care offering becomes less relevant, organisations must rethink the value they present to market, and adopt innovative strategies and approaches to care delivery in order to have a sustainable future. This paper presents a framework for unpacking a customer journey and experience, developed during a longitudinal study of a non-profit organisation redefining their core purpose and attempting to design a customer-centric business model.

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Credit unions are non-profit financial organisations that provide financial services to their members. They are located in 97 countries across the world. All credit unions are governed by a volunteer board and many are reliant on volunteers for all their labour requirements. However, recruiting volunteers is a problem. The literature on recruitment issues in volunteering in general, suggests that the not-for-profit sector looks to the private sector for guidance on recruitment policies and approaches. One such approach which is considered in this paper is ‘market segmentation’ wherein the potential volunteer body is profiled to determine if an individual is likely to volunteer and if they are, to identify the type of role they are most likely to be attracted to. Prior literature on volunteering in non-profit organisations suggests that certain types of individual (dominant individuals) are more likely to volunteer. This paper investigates whether this dominant status profile is evident amongst volunteers in credit unions in Northern Ireland (NI). The study finds that people with dominant characteristics are more likely to be attracted to volunteering to the board of directors and individuals who have less dominant traits overall should be offered more social/participative type roles. This information can be used by credit union governing boards for volunteer recruitment, retention and management purposes.

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Organisations in the Non-Profit and Voluntary (NPV) sector increasingly face challenging and uncertain times with an increasing shift from public grant funding towards contract funding. As a result many of these changes employees in such organisations have often found themselves working more closely under contract with colleagues in public sector organisations in order to provide public services. Using a multiple case study methodology and in-depth interviewing of a range of stakeholders form two large Northern Irish based Non Profit Organisations in the social care sector, the purpose of this research was to
investigate HRD and people management issues and how a turbulent environment can affect how organisations approach HRD strategy and implementation.

The research identifies the importance placed upon NPOs adopting HRD strategies and addressing the development of unique and specialised skills in order to claw back power within the relationships they serve with statutory funding bodies. However this research also notes that the manner in which HRD and its associated issues are considered within NPOs can have an impact on the loyalty and commitment of the workforce which serves them. What is of concern is that the context for the delivery of public services under contract is putting increasing strain on NPOs and this has been felt markedly by their respective workforces, and unless strong values-led leadership and managerial practice is in
place in NPOs, the voluntary-centred ethos of those who work in the sector may be significantly damaged.

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This paper presents a theoretical and empirical analysis of strategic competition in retail banking when some of the financial firms are non-profit organisations that invest in social activities. Banking literature about competition is fairly large, but the strategic interaction between profit maximizing and non profit maximizers has not been extensively analysed except for Purroy and Salas (1999). In this paper, a completely different approach is taken. An adaptation of Hotelling’s two stage model of spatial competition is developed to take into account consumer perceptions respect to the two different types of financial institutions. The empirical analysis confirms that consumers take into account other features different from the price, such as social contribution or closer service to make a deposit or mortgage decision. These conclusions are of interest in the debate about a firm’s social or ethical activities. It is shown that if consumers value social activities, firms can improv

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The Transparency Agenda of the 2010/1 UK Coalition government promises to revolutionise government, public services and public engagement, by ‘holding politicians and public bodies to account, reducing the deficit and delivering better value for money in public spending, and realising significant economic benefits by enabling businesses and non-profit organisations to build innovative applications and websites using public data’, to quote the then Prime Minister. This is an ambitious programme with laudable aims, yet it naturally has limits.

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Due to the changing nature of the facilities management (FM) profession, facilities managers are increasingly engaged with the evolving sustainability agenda in the UK and the development or uptake of sustainability policies within their organisations. This study investigates how facilities managers are engaging with the sustainability agenda and the drivers, policy issues and information they use to improve their sustainability performance management. A web based self-administered questionnaire survey of facilities managers in the UK was conducted to identify drivers and issues that influence and support good sustainable practices. A total of 268 facilities managers responded. The results indicate that legislation is the most important driver for the implementation of sustainable practices. Corporate image and Organisational ethos are also recognised. However demand for efficient monitoring, management and reporting on environmental impact is not highly rated even though the top three issues of sustainability managed by facilities managers are energy management, waste and recycling management and carbon footprint. In addition, facilities managers are expected to take ownership of activities assigned to the reduction of carbon emission. Government industries and organisation with high turnover are more likely to have a sustainability policy. Financial constraints are the main barriers while legislations are the main driver for implementing sustainability. For non-profit organisations and the charitable sector, financial constraints are no hindrance to implementing a sustainability policy. The conclusion drawn is that sustainability agendas continue to be influenced by regulated environmental issues rather than a balanced approach which takes into consideration the wider social and economic aspects of sustainability. While this scenario is far from ideal, the expectation is that the organisation will trust FM to take a vital role in delivering a comprehensive sustainability policy due to the rising tide of legislation, public scrutiny, as well as the needed business case for genuinely embracing sustainability. However, as the integration of sustainability with core business strategies is continuously evolving the emphasis on different drivers will vary from organisation to organisation as well as the responsibilities of facilities managers.

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Pós-graduação em Educação - FFC

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Das Ehrenamt hat sowohl in der Forschung als auch in der Politik seit Ende der 1980er Jahre zunehmend an Bedeutung gewonnen. Durch ökonomische und soziale Veränderungen, insbesondere die Reduktion staatlicher Leistungen, rückten Wohlfahrts- und Interessenverbände, Bürger- und Umweltinitiativen, Stiftungen und nichtstaatliche Organisationen verstärkt ins öffentliche Interesse. Damit einher ging die Diskussion um freiwillige, unentgeltliche Tätigkeit und die Personen, die diese Tätigkeiten ausüben. Offensichtlich sind nicht alle Menschen bereit, sich ehrenamtlich zu engagieren. Je nach Datenmaterial wird von einer bürgerschaftlichen Beteiligung am ehrenamtlichen Engagement zwischen 13% und 38% ausgegangen (vgl. Rauschenbach 1999: 400). Deshalb stellt sich neben Fragen nach der Funktion des Ehrenamts für die Ausgestaltung der modernen Gesellschaft und der Stabilisationsfunktion für Non-Profit-Organisationen u.a. auch die Frage danach, wie Bürgerinnen und Bürger für ehrenamtliche Dienste rekrutiert werden können. Es interessieren die Gründe dafür, dass sich manche Menschen freiwillig engagieren, während dies andere nicht tun. In der vorliegenden Arbeit soll das Augenmerk auf Personen gerichtet werden, die bereits freiwillig und unentgeltlich tätig sind. Dies schließt auch jene ein, die sich als Freigestellte in den entsprechenden Organisationen engagieren. Gefragt wird nach der Bedingung für die Motivation freiwillig tätiger Menschen, ihr Engagement aufrechtzuerhalten. Die langfristige Bindung Ehrenamtlicher an die Organisation steht damit im Vordergrund. Hiermit wird ein Beitrag zur Diskussion um die Aufrechterhaltung der Effizienzfähigkeit von Freiwilligenorganisationen geleistet, deren Ziel- und Zweckerreichung, so die These, durch die Motivation der Mitglieder maßgeblich getragen wird. Arbeits- und organisationstheoretische Arbeiten messen der Zufriedenheit von Personen dabei entscheidende Bedeutung zu. Die Besonderheit dieser Arbeit liegt in der Auseinandersetzung damit, Ansätze, die in der Forschung auf die Motivation von Angestellten in Unternehmen angewendet werden, auf die Motivation ehrenamtlich Tätiger theoretisch zu übertragen und diese Übertragung empirisch zu überprüfen. Am Beispiel des THW soll untersucht werden, ob die Motivation ehrenamtlicher Mitglieder von der Zufriedenheit mit dem Engagement abhängt.

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Die Arbeit beantwortet die Frage danach, warum Freiwilliges organisationales Engagement langfristig aufrechterhalten wird. Der Forschungsstand zum Thema Bindung ist durch Disparitäten hinsichtlich Definition, Fragestellung und Erklärungskonzepten gekennzeichnet. Bislang ist nicht erforscht, warum freiwillig und unentgeltlich engagierte Menschen langfristig Mitglieder in einer Organisation bleiben. Zur Untersuchung des Bindungsverhaltens freiwillig Engagierter in Organisationen werden in der Arbeit die Helferinnen und Helfer der Bundesanstalt Technisches Hilfswerk (THW) befragt. Vor dem Hintergrund bisheriger Forschung wird zur empirischen Analyse ein Modell gewählt, durch das sowohl individuelle als auch soziale Faktoren von Bindung integriert werden können. Das Modell der Handlungsorganisation nach Manfred Hennen stellt den Bezug zwischen individuellen Handlungsmotiven und von der Gesellschaft bereitgestellten Handlungsstrukturen her. Bindung an Organisationen bedeutet, so das Verständnis in dieser Arbeit, die Bindung an das eigene Handeln in der Organisation. Zur Übertragung des Modells von Manfred Hennen auf den Untersuchungsgegenstand werden zwei analytische Differenzierungen eingeführt. Zum einen wird die Prozessualität von Bindung durch die Abbildung von zwei Zeitpunkten erfasst. Sowohl die Entstehung von Bindung zum Zeitpunkt des Eintritts in die Organisation als auch die Reproduktion von Bindung zu einem späteren Zeitpunkt der Mitgliedschaft werden analysiert. Der prozessualen Entwicklung und Redefinition der Lösungskompetenzen von Programmen kann somit Rechnung getragen werden. Zum anderen wird das Handlungsprogramm Freiwilliges organisationales Engagement differenziert betrachtet. Das Programm umfasst zwei Ebenen: Das Freiwillige organisationale Engagement an sich und das Freiwillige Engagement in der spezifischen Organisation werden voneinander unterschieden. Diese Differenzierung erlaubt die Beantwortung der Frage nach Bindung an Freiwilliges Engagement in der spezifischen Organisation, in der es ausgeübt wird (hier: THW) und Freiwilliges organisationales Engagement, unabhängig vom hier untersuchten Gegenstandsbereich THW.