Structural Stakeholders In Nonprofit Organizations

Learning organizations promote a collaborative work environment by encouraging communication among employees regardless of the employee’s level or specialization in the organization. Sharing of information is accomplished through collaborative interaction between employees. Information sharing between teams or departments is essential because this collaboration leads to the identification and resolution of uncertainties, inconsistencies, and conflict within the organizations (Schwartz, 1999). Without sufficient meaningful communication between employees, learning organizations are unable to thrive. In a learning organization, communication is thus the building block for all business operations, company innovation, and future growth.
Structural
Nonprofit hospitals for example may obtain funding from grants, public or private organizations, or individual donations (Daft, 2015). Unlike for profit organizations, which aim to increase revenue by providing quality products and service, nonprofits obtain funding from stakeholders by demonstrating successful program outcomes, low operational costs, and adequate resource management (Daft, 2015). Stakeholders contribute funds to the nonprofit with the expectation that the intended population is adequately served. When an organization begins to loose clientele to other nonprofits or for-profit organizations, stakeholders may be tempted to back off or withdrawal support. Nonprofit organizations must be much more vigilant about pleasing critical stakeholders because they are responsible for all the funding. If the organization is unable to please critical stakeholders then it may find itself in jeopardy of losing their funding and facing severe fiscal challenges. Nonprofits who implement governance structures such as committee ad board meetings and open forum discussions with key stakeholders tend to be more effective because they are in tune with stakeholder’s expectations (Wellens & Jegers,
To determine its organizational effectiveness one must first understand the department’s goals, strategies, and how well the department’s design fits its contingency factors (Daft, 2015). The police department certainly must have a strong mission statement and strategic intent. More than likely the department’s mission would encompass their commitment to keeping the community safe. This could be examined by referencing data such as crime rates, arrests, disturbances and comparing it to other departments with similar community and department demographics. Next, one could analyze the departments operating goals related to budget and overall resource management. Finally, the department’s organizational design must incorporate its contingency factors such as size, organizational technology, environment, goals and strategy, and culture (Daft, 2015). These contingency factors influence the department’s structure. Effectiveness can be determined after the departments intended purpose, goals, and structure are well