non-profit

Examples of non-profit in the following topics:

• Management in Different Types of Business: For-Profit, Non-Profit, and Mutual-Benefit

  • In contrast, a non-profit organization is legally prohibited from making a profit for owners.
  • All income generated by a non-profit's activities must be used to achieve the charitable or educational purpose defined in the organization's bylaws.
  • Non-profits' lack of free-flowing capital means they rarely have the resources to staff the organization sufficiently.
  • A mutual-benefit non-profit corporation can be non-profit or for profit.
  • This strategy cannot work for a non-profit or mutual-benefit corporation.

• Differences in Messaging in For-Profit vs. Non-Profit Organizations

  • For-profit and non-profit organizations have different primary objectives and marketing strategies.
  • The difference between a for-profit's messaging strategy and a non-profit's messaging strategy is related to the primary objectives of each type of organization.
  • In contrast, non-profit institutions exist to benefit a society, regardless of whether they make a profit.
  • Fundraising is a significant way in which non-profit organizations can obtain the money for their operations.
  • Some non-profits have sources of revenue that help sustain their operations.

• Types of Organizations

  • There are a variety of types of organizations, including for-profits, non-profits, volunteer associations, and corporations.
  • They can be either for-profit or non-profit.
  • In contrast, a non-profit organization (NPO) is legally prohibited from making a profit for its owners.
  • While a for-profit's managers are concerned with profit margins, a non-profit's managers must always be aware of their charitable purpose and ensure that the organization's operations conform to those purposes.
  • Associations may take the form of a non-profit organization or a not-for-profit corporation, so communication structures and strategies for small and large non-profit and for-profit organizations may apply.

• Types of Stakeholders

  • High levels of customer satisfaction, of course, are likely to lead to positive business outcomes: high levels of customer satisfaction can lead to higher sales and profit margins, profits that can be re-invested in the company.
  • Funding is the lifeblood of any venture and is especially important for smaller organizations and non-profits.
  • The type of funding depends on the type of organization; non-profits, for example, solicit donations from individuals or foundations, while some new companies may seek venture capital funding to fund growth before the company has sufficient revenues to grow on its own.

• The Challenge of Ethics and Governance

  • Furthermore, ethics often contrasts with the basic premise of capitalism and the demands of shareholders: profitability.
  • At their core, these regulations approach the fundamental dissonance alluded to above: profit-maximizing behavior as it contrasts with non-economic concerns.
  • Leading up to the mortgage-backed security fallout of 2008, banks and investors began to prioritize profitability over ethics.
  • The 2008 collapse is a powerful reminder that managers must keep in mind that their primary goal for shareholders is to maximize profits, while their primary goal to the community at large is to provide products without adverse effects on that community.

• Positive Reinforcement

  • "Reaping the Rewards" sales incentive programs are primarily used to drive sales, reduce sales costs, increase profitability, develop new territory, and enhance margins.
  • To facilitate the creation of a profitable program, every feature of the incentive program must be tailored to the participants' interests.
  • For example, monetary rewards may include cash, branded merchandise, or non-cash rewards that have a high trophy value, such as employee of the month awards , gift cards/certificates, merchandise, or travel.
  • Non-cash rewards may include flexible work hours, payroll or premium contributions, training, health savings or reimbursement accounts, or even paid sabbaticals.

• The Resource-Based View

  • As a result, the resource-based view offers some insight as to what defines strategic resources and furthermore what enables them to generate above-average returns (profit).
  • These characteristics are described as valuable, rare, inimitable, and non-substitutable, referred to as VRIN:
  • Non-substitutable – Even if a resource is rare, potentially value-creating and imperfectly imitable, of equal importance is a lack of substitutability.
  • If competitors are able to counter the firm's value-creating strategy with a substitute, prices are driven down to the point that the price equals the discounted future rents, resulting in zero economic profits.

• Employee Benefits Management

  • Employee benefits are non-wage compensations designed to provide employees with extra economic security.
  • Employee benefits are non-wage compensations designed to provide employees with extra economic security.
  • These benefits ensure that employees have access to health insurance, retirement capital, disability compensation, sick leave and vacation time, profit sharing, educational funding, day care, and other forms of specialized benefits.

• Arguments for and against Corporate Social Responsibility

  • While some evidence links CSR practices to business performance, most organizations point to the non-financial benefits of their efforts.
  • Rather, CSR opponents believe that corporations benefit society best by distributing profits to owners, who can then make charitable donations or take other socially responsible actions as they see fit.

• Introduction to Entrepreneurship

  • Entrepreneurs are innovators, willing to take risks and generate new ideas to create unique and potentially profitable solutions to modern-day problems.
  • Many kinds of organizations now exist to support would-be entrepreneurs, including specialized government agencies, business incubators, science parks, and some non-governmental organizations.