Evaluation Logics in the Third Sector

In this paper I provide a preliminary sketch of the types of logics of evaluation in the third sector. I begin by tracing the ideals that are evident in three well-articulated yet quite different third sector evaluation practices: the logical framework, most significant change stories, and social return on investment. Drawing on this analysis, I then tentatively outline three logics of evaluation: a scientific evaluation logic (systematic observation, observable and measurable evidence, objective and robust experimental procedures), a bureaucratic evaluation logic (complex, step-by-step procedures, analysis of intended objectives), and a learning evaluation logic (openness to change, wide range of perspectives, lay rather than professional expertise). These logics draw attention to differing conceptions of knowledge and expertise and their resource implications, and have important consequences for the professional status of the practitioners, consultants, and policy makers that contribute to and/or are involved in evaluations in third sector organizations.     

Training Policy Governance in Nonprofit Boards of Directors: The Views of Trainer‐Consultants

Although scholars widely discuss John Carver's (1990) Policy Governance model for nonprofit organizations, they have conducted little formal research on the implementation of the model. For this study, the researchers surveyed ninety‐two trainer‐consultants who graduated from Carver's Policy Governance Academy. The goal was to learn three things from their experiences: (1) whether trainer‐consultants maintain the model as a coherent whole or teach only parts of it; (2) what they perceive as the major challenges for nonprofit boards in implementing the Policy Governance model; and (3) what contextual factors, if any, they feel affect implementation of the model across nonprofit boards with different characteristics. Survey responses indicated that (1) consultants predominantly teach the model as a whole, (2) particular policy areas appear to be problematic for nonprofit boards of directors that implement the model, and (3) two contextual factors may negatively affect the ability of a board of directors to successfully implement Policy Governance boards larger than fifteen members, and organizations with no hierarchy, where the board also functions as staff. Overall, consultants' responses indicated that they feel Policy Governance is far superior to other models, but they recognize the problems and challenges that boards face in trying to implement it.     

How European PR practitioners handle digital and social media

The European Communication Monitor (ECM) 2010 showed that digital communication and social media have grown in importance in the media mix of European organizations. Both new media types are positively correlated to the perceived impact of public relations (PR) in the organization. Specifically social networks and online videos are considered the most important social media tools. Also European practitioners expect that the content of communication will become more important as and when the use of social media further increases. The consequence that everyone within the organization is able to spread information is perceived as the most problematic aspect of social media. A potential problem is that only about one third of the European organizations have implemented social media policies with communication consultancies leading the way. Communication consultants consider social media significantly more important than practitioners working in organizations.     

Institutional Pluralism,Organizations, and Actors: A Review

The institutional logics perspective holds the promise of delivering where neo‐institutionalist theory has disappointed – the ability to address key societal problems such as inequality, social discrimination, and economic insecurity – a promise that, as of yet, has been unrealized. In this review, I provide an overview of the body of work within the institutional logics perspective that addresses the co‐existence of multiple institutional logics influencing identities, values, cognitive frameworks, and practices – institutional pluralism. I demonstrate how pluralism diverges from conventional neo‐institutionalist theory in its view of institutional fields as heterogeneous spaces. I then review the implications for organizations and social actors responding to multiple logics in the institutional environment. In the discussion section, I argue that the study of pluralism, in acknowledging human agency, politics, and collective mobilization, opens the door for creative resolutions to societal problems hitherto overlooked in neo‐institutional theory. Despite the promise, I address key research areas that remain unresolved or under‐addressed in the institutional pluralism perspective.     

Nonprofit Leader Perceptions of Operating Reserves and Their Substitutes

This exploratory study has three objectives: (1) to understand the various ways academics, consultants, and practitioners conceptualize operating reserves; (2) to explore differences among academic findings, consultant recommendations, and nonprofit leader perceptions of operating reserves; and (3) to identify how practitioners operationalize operating reserves within their organizations. Using intensive interviews with nonprofit executives, we find that the operating reserve ratio (ORR) commonly used in the nonprofit literature does not accurately indicate whether an organization holds an operating reserve according to nonprofit leaders. In addition, results indicate that experienced nonprofit leaders perceive a variety of other fund types including endowment and investment savings as well as ability to borrow, other assets, sister foundations, and donor networks as legitimate substitutes for a reserve.     

Toward professional civility: An analysis of rejection letters front sociology departments

I received 124 rejection letters from 124 sociology departments across the United Slates during my job search in 1996 and 1997. In this article, I analyze those rejection letters with regard lo the messages they send to individuals and organizations. I argue: (a) that rejection letters constitute a unique form of mass media in contemporary life as they are sent and read massively by individuals and organizations; and (b) that they may socialize entering practitioners into a specific discourse of attitudes and behaviors, sustaining a particular tradition of collegiality, morality, and interpersonal relationships for an organization, discipline, and profession. On the basis of this analysis, I offer suggestions lor positive change that will promote professional civility. Ph.D. in sociology from the University of Hawaii-Manoa. He is now assistant professor in sociology at California State University-Northridge. Dr. Shaw is interested in the study of deviance, crime, social problems, social control, and organizational behavior. He has published widely in those areas.     

Ähnlich,aber anders

Organizational dynamics and group dynamics exist side by side – they are related to each other and influence each other mutually. This article discusses the relationship between group dynamics and organizational dynamics. We describe eight key differences between groups and organizations that also affect their respective dynamics and reveal the interactions between them. For consultants to play an effective role in organizational dynamics processes, they must first gain access to the organization. There are four possible approaches to doing this.     

The communication grid: an introduction of a model of four communication strategies

Increasing numbers of professionals in public relations consider themselves to be strategic managers and consultants. Surprisingly, they have difficulty in making clear what it really is that they manage and what their consultations truly represent, what aims they have and what strategies they use. In this article I present a model consisting of basic communication strategies, derived from communication theory and rooted in described public relations approaches in the Netherlands.     

Examining the expertise,experience, and expedience of crisis consultants in Singapore

By most accounts, crisis preparedness in organizations globally has been appalling (0035 and 0250). The situation is no different in Singapore (Wu & Dai, 2001). With crisis expertise often lacking from within organizations, many resort to engaging public relations (PR) agencies to help. This study, which is inspired by Frandsen and Johansen's (2008) study in Denmark, aims to evaluate the contributions of consultants from PR agencies. Adapting indicators to assess professionalism proposed by Lages and Simkin (2003) and Sallot, Cameron and Lariscy (1997) and integrating them with variables from the contingency theory (Pang, Jin, & Cameron, 2010), this study seeks to examine: (1) the level of expertise of consultants in offering crisis management consultancy; (2) the level of experience of consultants offering crisis management consultancy; and (3) the value and expedience of the consultancy services offered. Findings showed that agencies in Singapore hired consultants based on skills such as writing, speaking and ability to manage the media. For some, lack of direct experience was compensated by in-house training. International agencies appeared to have an advantage over the local agencies by virtue of their access to expertise and knowledge from their international network. However, as the majority of agencies had only managed few crises, it was difficult to assess the value these consultants added. Studies examining consultants in PR agencies are rare. It is hoped this study would trigger research around the world.     

Entrepreneurial NPOs in Russia: Rationalizing the Mission

Nonprofit organizations in Russia are introducing for-profit activities as a means of gaining autonomy from external donors, and as instruments of strategic planning and sustainable development. This study focuses on organizations that work with welfare provision and explores how they reconcile entrepreneurial activities with their social mission. More specifically, we interrogate how two institutional logics, business and nonprofit, are defined and reconciled in organizational identities, structures and hierarchies. Socially oriented nonprofits define their mission through service to beneficiaries, through personal and professional dedication to beneficiaries’ well-being, and through making an impact on public policies and the society at large. They mimic a business approach in strategic planning and meticulous reporting, but subordinate profit-seeking to social mission by integrating entrepreneurial activities into already existing organizational structures, or by separating them into independent entities.     

A family systems-based model of organizational intervention

Employee assistance professionals are expected to be proficient at intervening in organizations and creating meaningful behavioral change in interpersonal functioning. Because of their training in family systems theories and concepts, marriage and family therapists (MFTs) are well suited to serve organizations as "systems consultants." Unfortunately, the authors were unable to identify any family systems-based models for organizational intervention that have been empirically tested and supported. In this article, the authors present a family systems-based model of intervention that they developed while working in an employee assistance program (EAP). They also present research that was used to refine the model and to provide initial support for its effectiveness.     

Occupational therapy practitioner role in the implementation of worksite accomodations

Injured workers have the right to return to their job if they are able to perform their duties, according to the American with Disabilities Act, 1990. Occupational therapy practitioners employed in work hardening programs, or working as private consultants, have a significant role in assisting employees, employers and human resource personnel in determining "reasonable accommodations" to enable a qualified employee with a physical or mental disability to access the work force. This article discusses the application of accommodations in two case studies.     

Computerizing the Small Non-Profit

Summary

Small non-profit organizations that computerize their operations face a number of problems because of their lack of financial resources and technically trained personnel. A group of computer consultants discuss typical experiences of computerization that bear on organizational and personnel issues, the organization's relation to consultants, and training. Factors emphasized are the importance of using informal computer champions; management involvement; obtaining second opinions on consultants' recommendations; paying consultants after satisfactory results are obtained; and training staff in small, incremental steps growing out of their job functions.     

The Impact of Societal-Level Institutional Logics on Hybridity: Evidence from Nonprofit Organizations in England and France

We examine how societal-level institutional logics impact the way in which hybridity develops in nonprofit organizations using international, comparative and qualitative case studies of community regeneration organizations in England and France. The research applies theoretically based conjectures about types of hybridity to empirical data generated from 20 interviews, document analysis and observation in five nonprofits in the city of Lyon and five in Sheffield. We find that the French nonprofits are ‘blended’ hybrids that integrate state and community institutional logics, while ‘assimilated’ hybrids combining state, community and market logics are found in the English cases. Undertaking contextually situated analysis of institutional logics generates new knowledge on the influences on nonprofits’ rules, practices and narratives, so improving the level of knowledge about, and capacity to manage, this sector.     

Matching Public Relations Research to the Problem: Conducting a Special Focus Group

Many public relations practitioners use focus groups in their practice, but most consider the technique merely a complement to survey research. In this article, I show that focus groups can stand alone as a research technique and that they can be used both for formative and evaluative research. I review literature about focus groups from several fields and provide an overview of the nature, value, applications, procedures, and limitations of focus groups. In addition to being a research technique, focus groups can provide a means of two-way communication between organizations and publics. Used this way, focus groups are particularly valuable because they uncover why people think what they think and make possible unbridled conversations about sensitive issues, even among strangers. A case in which focus groups were used for such two-way comnmunication—to help providers of mental health services understand the stigma affecting the mentally ill consumers they serve—is analyzed. The success of the experiment suggests that focus groups also can be used for communication about similar taboos such as homosexuality, AIDS, cancer, or eating disorders.     

The Role of Communication in Achieving Shared Vision Under New Organizational Leadership

In this article, we report the results of a longitudinal survey research project of an organization undergoing leadership change. The study determined the relationships between members' "shared vision" of the organization's goals and a number of communication-related activities. We found significant relationships between shared vision and communication from the leader and the public relations staff. We concluded that the leader who "flattens" the communication hierarchy is more likely to achieve shared vision. The findings should be of value to public relations practitioners in their role as consultants to new leaders and as they determine the most effective channels for communicating organizational changes.     

Employee Participation in the Management of Working Life: An Historical Analysis Focusing on Danish and Scandinavian Conditions

It is argued that the historical development of employee participation in the management of working life is a complex process in which three different institutional logics have been at play throughout the twentieth century in industrialized societies: professional communities, collective bargaining, and co-management. Even though the logics were constructed at different times in history, none of them is necessarily obsolete. But their importance in the total picture of the regulation of working life has changed. The logics are robust as institutions in the sense that they have tried, each in their own way, to adapt to the challenges of working life—that is, to new technology and globalization. As the concrete historical development differs from country to country, requiring a contextual delimitation, I have chosen to focus primarily on conditions in Denmark and secondarily on conditions in the Scandinavian countries: Denmark, Norway, and Sweden. In a concluding perspective a number of traits characterizing international development are pointed at, traits that may become important for the three institutional logics. They concern changes in employment relations and in the nature of tasks.     

Corporate social advocacy or social issues management? Examining state flagship universities’ responses to the killing of George Floyd

Colleges and universities are social institutions often called on to speak about socio-political issues (e.g., racism). Critics have suggested that when responding to instances of racism on their campuses, institutional leaders often ignore the racist acts and harm caused and focus their discourse on diversity and inclusion. Considering this critique, this study examined how state flagship universities in the United States (U.S.) responded to the killing of George Floyd through the lenses of social issues management and corporate social advocacy (CSA). Through my critical thematic analysis of all 50 U.S. state flagship universities’ initial public statements, I forward three key findings: (1) institutions constructed Floyd’s killing as an example of racism; (2) through their statements institutions localized the issue by focusing on their values or centering marginalized community members’ experiences; and (3) the majority of institutional responses functioned to reinforce the individualistic logics of whiteness. Based on these findings, I argue that to advance research on organizational communication about social issues, CSA should be considered beyond overt statements for or against issues and suggest that as organizations discuss socio-political issues their communication may reinforce hegemonic ideologies and create paradoxes for their marginalized publics. I conclude by proposing an approach to social issues management that could be used by organizations seeking to promote social justice.     

Extending cultural horizons: Political economy and public relations

In this article, we aim to offer a conceptual bridge between political economy and the practice of public relations, which should be helpful especially for practitioners and scholars interested in public relations at a global level. The combination of social, political, and economic forces is powerful, pervasive, and highly influential on the public relations activities of organizations, and we assert that these factors must be examined in unison. In turn, we discuss the role of political–economic relationships and the constraints they impart on the goal-seeking behavior of organizations. We conclude by offering suggestions as to how public relations practitioners and scholars can begin to think about their efforts and linkages with political economy.