When the management is the message: Relating values to management practice in nonprofit organizations

Jeavons, Thomas H.

doi:10.1002/nml.4130020407

Cited by 127 publications

(94 citation statements)

References 4 publications

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“…Indeed, the task of remaining competitive is alluded to as being demanding, given the inherent tension between mission and margin (Chetkovich & Frumkin, 2003). The valuesdriven orientation of an NPO is perhaps best captured by what Jeavons (1992) terms as its value-expressive character. Jeavons makes the case that for an NPO to be effective in providing services and in communicating the values motivating their service, it must honor the human, social, and professional values in the way that it operates.…”

Section: The Importance Of Values-driven Orientationsmentioning

confidence: 99%

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Ridder

McCandless

2008

Nonprofit and Voluntary Sector Quarterly

112

121

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Human resource management (HRM) plays an important role in providing better management for nonprofit organizations (NPOs). Yet little is known about what influences their human resource practices. After discussing how the strategic and humanresource-based theoretical approaches are appropriate for analyzing HRM in NPOs, the authors explore the current nonprofit literature to identify the specific characteristics of strategic orientations and human resources in NPOs. As a result, the authors propose an analytical framework that is differentiated into four HRM types. This framework enables a better understanding of the relationship between the specific characteristics of NPOs and the architecture of HRM.

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Section: The Importance Of Values-driven Orientationsmentioning

confidence: 99%

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Ridder

McCandless

2008

Nonprofit and Voluntary Sector Quarterly

112

121

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“…Jeavons (1992) has argued that because nonprofit organizations "usually have come into being and exist primarily to give expression to the social, philosophical, moral, or religious values of their founders and supporters . .…”

Section: External Challengesmentioning

confidence: 99%

The Influence of Ethical Reasoning on Leader Effectiveness

Jurkiewicz¹,

Massey²

1998

Nonprofit Mgmnt & Ldrshp

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“…It is likely that, in these circumstances, the command and control culture would serve to undermine the values portrayed by many voluntary organisations. Indeed, Jeavons (1992) urges voluntary sector managers to analyse issues in historical, cultural and moral terms that, he suggests, can sometimes go largely unconsidered in other managerial settings. He emphasises, in particular, the need to consider:…”

Section: Governancementioning

confidence: 99%

Volunteering, Governance and Leadership: Reflections on England

Powell¹

2011

jpag

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One of the key issues in recent times in England is how voluntary organisations sustain themselves. It is very tempting to view voluntary agencies rather like very fragile "black boxes" adrift on a turbulent sea and at the mercy of powerful social, economic and political pressures. The direction of their journey and their very survival is determined by critical success factors. Although the spate of studies have undoubtedly advanced the state of knowledge about voluntary organisations, we still know very little about the internal composition and operation of the black boxes and even less about the way in which internal factors interact within the external world. The point of this research article is to assess the factors that impinge upon opening and understanding the 'black box' such as governance and quality, leadership, workforce, performance, partnerships and finance and funding. These different critical success factors are part of the inter-locking infrastructure tools of voluntary organisations to perpetuate what works; and what the implications are if some do not work. This requires engagement with research literature on these significant tools of thinking and practice. Arguably the voluntary sectors infrastructure has come under unprecedented scrutiny in the last three to five years, following the British coalition government's (as of 2011) express intention of creating a step change in the support provided to the sector. Lots of searching questions are being asked of infrastructure, not least by the sector itself.

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When the management is the message: Relating values to management practice in nonprofit organizations

Cited by 127 publications

References 4 publications

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

The Influence of Ethical Reasoning on Leader Effectiveness

Volunteering, Governance and Leadership: Reflections on England

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