dc.contributor.advisor |
De Wit, P.W.C. (Pieter Willem Combrink), 1947- |
|
dc.contributor.postgraduate |
Malan, Danie |
|
dc.date.accessioned |
2016-11-15T07:46:53Z |
|
dc.date.available |
2016-11-15T07:46:53Z |
|
dc.date.created |
2002 |
|
dc.date.issued |
2002 |
|
dc.description |
Dissertation (MBusiness Admin)--University of Pretoria, 2002. |
en_ZA |
dc.description.abstract |
If an organisation does not seek to make monetary profit, what does it do and why does it
exist? A not-for-profit organisation, or non-profit organisation, exists to provide value to
a particular constituency and, generally, it provides this value by offering a set of
services. Examples of not-for-profit organisations are: public schools, most colleges and
universities, government agencies, social and human service organisations, some
hospitals, religious organisations, sports clubs, community theatres, symphony groups,
charities and others.
Chapter 1 is a summary of the problem statement, methodology and research in this
paper. Chapter 2 will discuss definitions and strategies. Chapter 3 examines for-profit
organisations, their management characteristics and the strategies they apply. Chapter 4
goes on to discuss not-for-profit organisations and how they are managed. Lastly,
Chapter 5 reviews the findings in the previous chapters and makes recommendations.
As the cases will reveal, the differences between not-for-profit and for-profit "business
decision making" are sometimes subtle, but it is clear that not-for-profit organisations
cannot blindly apply business methods and principles without appropriate adaptation.
This necessary caution applies to a wide variety of decisions which include pricing,
investment of funds, the outsourcing of tasks, deciding whether to undertake a
commercial venture, deciding whether to collaborate with a business corporation,
determining employee compensation levels and investment in fund raising operations.
Conventional business principles help organisations to run efficiently and effectively, but
. they are built on the underlying assumption that the purpose of the organisation is to
make as much money as possible. Not-for-profit organisations must also be efficient and effective in their use of resources,
but they must do so in a way that maximises the impact of their social missions, and at
the same time ensures their financial survival. |
en_ZA |
dc.description.availability |
Unrestricted |
en_ZA |
dc.description.degree |
MBusiness Admin |
en_ZA |
dc.description.department |
Business Management |
en_ZA |
dc.identifier.citation |
Malan, D 2002, Successfully applying profit-oriented business principles to non-profit-making organisations, MBusiness Admin Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/58070> |
en_ZA |
dc.identifier.other |
S2016 |
en_ZA |
dc.identifier.uri |
http://hdl.handle.net/2263/58070 |
|
dc.language.iso |
en |
en_ZA |
dc.publisher |
University of Pretoria |
en_ZA |
dc.rights |
© 2016 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
en_ZA |
dc.subject |
UCTD |
en_ZA |
dc.title |
Successfully applying profit-oriented business principles to non-profit-making organisations |
en_ZA |
dc.type |
Dissertation |
en_ZA |