Casa de Esperanza [Part B]

When nonprofit organizations make significant changes in mission, there are many issues of organizational structure and culture that must be re‐examined and re‐aligned. As the second segment in the case of Casa de Esperanza illustrates, there are many human issues that must be navigated by leaders making such changes. Case B illustrates the challenges that must be confronted as leaders embrace the agency's identity as a community‐based Latina organization, rather than a government‐funded domestic violence organization. The case describes the management planning and implementation processes, including changes in leadership, programming, and operations. Staff responses to these changes are also stressed, revealing the very human elements of organizational change. © 2004 Jodi Sandfort     

Scaling up to Increase Community-Based Organization Voice

This is a collaborative, community-based study of the merger of two Chicago community-organizing groups seeking to expand their geographic base and political power. Although the merger enabled the new organization to increase and use its power, this case also illustrates the various ways the merger presented opportunities for the new organization to maintain effectiveness at multiple scales while sustaining strong internal democracy and connections to local residents. By consolidating and leveraging new and old political relationships, and by maintaining or increasing the civic benefits of organizing, this merger provides important lessons for organizing in diverse community settings.     

Image and Symbolic Leadership: Using Focus Group Research to Bridge the Gaps

Through an exploration of the scholarly and professional literature, this article investigates the concepts of symbolic leadership and organizational image. A critical analysis of the literature establishes that symbolic leaders, especially chief executive officers (CEOs), may operate either symmetrically or asymmetrically. As leader and spokesperson, the CEO personifies the company to its key constituencies. Effective leaders give people power. This empowerment of strategic publics, both external and internal, suggests a symmetrical world view. It replaces the asymmetrical assumptions more characteristic of the autocratic leadership espoused in the management theory of the 1950s. A modest case study of focus group research illustrates the role of public relations in exploring, defining, and communicating image. This counseling or managerial role is critical in helping the organization be, rather than seeming to be—a key philosophical tenet of contemporary public relations. The theoretical frame for this article is Dervin's (1983, 1990, 1991) gap perspective, which suggests that such discontinuities are inherent in human interaction. Because focus groups also may provide insight into how to reconcile any gaps employees or other publics perceive between the image and the reality of the organization, it suggests more of a symmetrical than asymmetrical model.

Senior management's role is to personify the organization externally to customers & others—but also internally to the "family." (pr reporter, 1991)     

Internal communication as power management in change processes: Study on the possibilities and the reality of change communications

Literature on change management has changed over the years. Under the umbrella of change management today frequently holistic approaches are discussed. The special significance of soft factors results from the area of tension of subjective/personal risk assessment of certain groups of actors, which entail comprehensive changes. As change projects depend on implementation by executives and employees, change communications is a form of (internal) strategic stakeholder management. Change communications can be identified as the single part of change management, which focuses on the soft factors that are activated through the change of hard factors. With the management of soft factors the aim is to make a contribution to the enforcement of change goals, i.e. to secure or to regain the management's power. For this purpose 60 PR-agencies in Germany have been polled, as to how they assess the possibilities and reality of change communications. The result illustrates a torn of the agency scene between service and consulting claims, which emphasizes the question, if (internal) communication means the organization of messages and its delivery or also becomes part of behavioral economics with the idea to control the power of management.     

Leadership succession and the emergence of an organizational identity threat

Leadership succession, and the associated changes that new leaders make, can have profound impacts on nonprofit organizations. Despite its importance, there is limited research that examines succession from the point of view of employees and considers how their interpretations of organizational identity and proposed change shape their responses to leadership transitions. In this article, we examine the dynamics that ensued when the founder of Friends of the Earth, a nonprofit environmental organization, stepped down. The case shows how the succession process can expose latent disagreement about an organization's identity and give rise to internal conflict. These patterns suggest that leaders must be attentive to different and often conflicting interpretations of an organization's identity.     

Strategy,local sociology,political philosophy: Analysis of strategy of Non‐Governmental Organizations under radical intellectual leadership

The study discusses the relationship between NGO strategy (both toward government and community), contextual conditions, and the sociological and political‐philosophic background of the leaders of the organization. The empirical section focuses on a specific Israeli NGO (Bimkom) led by a radical‐intellectual leadership whose aim is to promote the interests of poor communities. The organization under research activated a dual complex strategy, one that both criticizes and negotiates with the government, at the same time advocating for and empowering communities. The study points to a clear linkage between that strategy and leaders' own background. In fact, the latter served as a source from which the leaders carved out guidelines, perceptions, policy tools, and abstract resources (which in turn also affected outcomes). On a basis of these findings, the study suggests a model designed to improve the analysis of strategic management.     

Organizational transformation of a community‐based clinic

This article reports a case study of the planned transformation of a volunteer‐run community crisis‐care center into a community clinic. The data for this study are drawn from organizational records and participant observation. During the transformation, the clinic had to plan an orderly transition from volunteer to paid staff, from paper records to an integrated management information system, from primarily crisis care to chronic care, from primarily (physical) medical care to integrated case management. Along the way, some of the planned activities proved impossible to implement, some of what turned out to be key events were completely unanticipated, and many activities were finally accomplished but in a fashion very different from what was proposed in the plan. Four lessons were drawn from this case. First, as much as the caseload increased, the need for supportive services grew at a much faster rate. Second, the case demonstrates the need to develop productivity benchmarks that are speci.c to the group being served. Third, the case demonstrates the need for .exibility to go “off plan” to accomplish a larger goal. Fourth, the case illustrates how “big money” and rapid growth can threaten the sustainability of an organization. “What we think of as idyllic only looks that way to sightseers from other places, and other times.” —Carolyn Heilbrun, The Last Gift of Time     

Community involvement in land regularization for informal settlements in Tanzania: A strategy for enhancing security of tenure in residential neighborhoods

This paper documents and analyzes how landholders managed to uplift status of their neighborhood from hazard land as designated by the 1978 master plan to a regularized residential settlement through land regularization in Dar es Salaam city. Specifically, explores policy framework governing land regularization and how the local community explored the opportunities it offers. Documents the local community planning and land regularization processes undertaken focusing on land use planning, drainage construction, and cadastral survey and discuses how financial resources were raised, trust was built as well as factors which sustained community involvement towards meeting their interests of securing tenure. The paper also, draws challenges facing land regularization policy and recommends areas for further interventions commensurate with the human dimension challenges in securing tenure.Underlying community involvement, those aspects of community, which have been connected to the idea of social capital namely existence of committed leadership in land development matters, embracing mechanism for participatory decision making process and educational background to local leaders were particularly important in determining success for the case. Others include economic ability to contribute, high proportion of landholder settlers, land conflict task force formulation, local consensus to solve commonly felt problems, existence of strong community organization, and unwritten norms put in place to regulate individual behavior in building construction. Weak legal recognition of informal settlement, lengthy and bureaucratic procedures in planning and approval of regularization plans, weak knowledge on land management matters, short-term title deeds with low financial betterments, political popularity are identified critical challenges.Some of recommendations put forward include formalization of the grass-roots role in decision-making, decentralizing some of land development control functions to sub-ward leaders and training the same in basic land management matters. Others include definition of norms; by-laws and government facilitation of informal land parceling. Besides community support should be sought so as to create partnership in the promotion of security of tenure in informal areas. The study concludes that, unless land development activities ongoing in informal settlements are closely monitored and regulated as the settlement grow, it will be too costly socially and economically to retrofit once the settlement have identified.     

Promoting social innovation amidst organizational complexity: Case study evidence from the German Red Cross

Social innovation is concerned with the creation and implementation of new solutions to social problems. Although research commonly frames social innovation as the domain of small, entrepreneurial organizations, an increasing number of large and well-established nonprofit organizations have started actively launching their own innovation initiatives. Using a case study of social innovation ventures within the German Red Cross (GRC), this study identifies organizational hurdles and viable management strategies targeting the promotion of social innovation within particularly complex organizations. Based on our results, we develop a conceptual framework highlighting that promoting social innovation in established organizations requires simultaneous attention to multiple dimensions of leadership and governance. Our study thereby offers a blueprint for management strategies that can guide nonprofit leaders in their quest to promote social innovation from within their organization.     

A Critical Analysis of the Social Work Literature on Disabilities

Abstract

The principles of empowerment and demedicalization have been central to the formulations of rehabilitation and social service practices as well as case management, a core community support service provided to people with psychiatric disabilities. This study describes empowering and demedicalized practices in mental health case management. Semi-structured interviews were conducted with thirty leaders in the mental health consumer movement and five professionals. Twenty-five categories of such practices were developed and are presented. Findings have implications for both the nature of the interaction between case manager and client and for program structures, activities, and missions.     

Producing More with Less? Community Forestry in Durango,Mexico in an Era of Trade Liberalization*

Abstract Through a qualitative case study of peasant‐organized forestry in Durango, Mexico, this paper examines how neoliberal policy reform is reshaping the community forestry sector. Post‐1992 agrarian and forestry laws facilitate the emergence of new forms of association in ejidos (collective property communities created by agrarian reform) and agrarian communities, and reorganize the delivery of forestry technical services. These developments indirectly undermine peasants' capacity to deal with the sector's long‐standing internal problems, putting at risk their ability to provide themselves with the services they need for sustainable community livelihoods and forest exploitation. Nevertheless, this study of a forest peasant federation shows that institutional change is a process peopled by groups of social agents who respond creatively to external structure from local organizational and community contexts. Ethnographic methods can be used fruitfully to study complex interactions between multiple levels of political‐economic structure and local action, which both constrain and provide opportunities for the organization of common‐pool resource management regimes.     

Organizational Change-Too Much,Too Soon?

ABSTRACT

Recent changes in government policies and practices, especially managed care, have led many nonprofit organizations to embrace collaboration as a competitive strategy. This article presents a case study of a large human service agency that has adopted a management service organization (MSO) model, a type of collaboration particularly suited to handling third-party contracts, at the urging of the founding CEO. A new governance model was also adopted. Using chronology as an analytical approach, the case examines key decisions made by professional and lay leaders during four distinct stages of organizational development. The actions taken by the board of directors to restore financial stability and protect the organization's reputation after learning from the CEO of the existence of a significant deficit demonstrate the need for strategic planning and better communication among all relevant parties involved in a collaboration.     

Internal communication: Definition,parameters, and the future

As an organizational function, internal communication is gaining in importance, meriting a special issue on the topic. This importance is evident in many recent efforts among practitioners in Europe and the US to seek recognition of this field as an independent domain. Scholarship on internal communication has not kept pace with these initiatives. This introduction to the special issue addresses several key issues related to this topic and presents findings from a Delphi study of the leaders of European associations on internal communication. Results of the study are fuzzy: respondents see internal communication as interdisciplinary management function integrating elements of human resources management, communication and marketing, but at the same time they see it primarily as a part of the organization's communication function that is simultaneously managerial and technical. However, they contend that internal communication is an independent research field.     

Creating positive change in community organizations: A case for rediscovering Lewin

As nonprofits, especially those with a community mission, pursue developmental goals, they may benefit from various planning and analytical tools. This article explores an application of Kurt Lewin's planned change model to an assessment and revisioning process undertaken by a community‐based organization, indicating the ongoing usefulness of Lewin's work in the nonprofit sector. Using a case study approach, we examined the actions embarked on by the organization to address decreased funding and client losses. The Lewin model is overlaid to illustrate its value in structuring organizational decision making and development. The model is a three‐step process of unfreezing from old practices, moving and changing the organization into new directions based on formally identified needs, and refreezing into more effective organizational modes. When combined with other standard practices such as strategic planning, Lewin's model provides a practical and theoretically insightful tool for nonprofits wishing to refine their missions and programs and engage in successful organizational change.     

Leadership in faith‐based nonprofits

This case study illustrates the unique challenges of leading a faith‐based nonprofit organization within a multifaith constituency in Asia. The core themes of the case are based on research conducted with the staff, executive team, and board members of an international faith‐based nonprofit organization in Asia. Specifically, the case focuses on three identity‐based leadership dilemmas in relation to (1) creating a shared sense of organizational identity, (2) talent management, and (3) board governance. By describing the challenges faced by the CEO, the case shows how a strong faith‐based identification can positively bind an organization together, but also result in organizational blind spots with unintended consequences.     

Welcoming America: A Case Study of Municipal Immigrant Integration,Receptivity, and Community Practice

A growing number of leaders in towns and cities across the United States have embraced policies encouraging receptivity and integration of immigrant populations. This article examines this phenomenon and how communities are seeking greater immigrant integration. To do this, we describe immigration federalism and how it influences receptivity. A discussion of the organizational networks that facilitate greater immigrant integration follows. We consider Welcoming America, a nonprofit organization that serves as a convener for dialogue and policy change, as a case study among these larger organizational networks. The article concludes with a broader examination of implications for receptivity and integration in community practice work.     

CompassPoint Nonprofit Services: strengthening the capacities of nonprofits (1971-2008)

CompassPoint Nonprofit Services is a nonprofit organization that delivers cutting-edge research and support services to the nonprofit community. Over its 30-year history, CompassPoint has transitioned from a small management support agency into a nationally-recognized leader in nonprofit capacity building and nonprofit management research. Through its strong internal operations and external connections, the agency has been able to stay current on the multiple challenges facing the local and national nonprofit community. CompassPoint has been a valuable resource for the nonprofit sector as it has struggled to retain its identity over the past 30 years, in relation to political and economic changes that have altered the functioning of the sector as a whole.     

A Movement’s Legacy: Southern Echo and the Continued Struggle for Racial Justice in the Delta

Recent research has complicated popular understandings of the civil rights movement, calling into question its timeline, key players, and biggest victories. Scholars have highlighted the role of community organizing, arguing that capacity-building and leadership development were the movement’s real wins. Yet little research has examined how contemporary organizers view and use this history in their current work. Drawing upon interview and observational data from a qualitative case study, this article explores how one Delta organization, Southern Echo, responds to the movement of the 1950s and 1960s in its organizing today. We argue that Echo organizers and leaders see the civil rights movement as an ongoing struggle, and we show that Echo adopts a critical stance in analyzing past civil rights work; Echo’s structure and strategies are a direct response to this history. Our analysis offers a new, critical perspective to understandings of the civil rights movement.     

Governing Women's Capabilities in China's Urban Expansion

By the middle of the twenty-first century, China's urban population is likely to have grown by about 500 million, to more than 1.1 billion people. This article applies Amartya Sen's concept of capabilities to explore how the government of urban expansion is affecting the generation of rural women whose villages currently are being enclosed by cities and towns. Drawing on interviews, press reports and government and Women's Federation documents from Zhejiang province, it illustrates how local governments' economic growth strategies hinge, in part, on reconstructing gendered relations in the spatial organization, civic management, production and social reproduction in new metropolitan sites. The article concludes, first, that unless China's leaders commit to involving rural women's representatives in urban planning and management, enforcing women's rights to property and enabling women to decide whether and when to work and retire, the capabilities of this generation of rural women will expand little; and, second, that Sen's concept overlooks organizational and material conditions that are necessary for women to enhance their capabilities.     

The evaluation of healthy city projects in developing countries

In international public health and other disciplines there is a debate about the use of process versus impact (sometimes referred to as outcome) indicators in project evaluations. With growing international and national support for Healthy City Projects in developing countries it is timely to address the issue of how to evaluate such projects. This paper briefly describes process and impact indicators, considers the importance of process indicators given the role of institutional strengthening and capacity building in Healthy City Projects and discusses the balance between locally and internationally generated indicators. A case study of the first Healthy City Project in a developing country in Asia (Chittagong, Bangladesh) illustrates how the project is linked with urban management and can enhance co-operation, co-ordination, motivation, internal organisation, decentralisation and community participation. Finally, some institutional indicators for evaluation are suggested.