The DIRECTIONS nonprofit resource assessment model: A tool for small nonprofit organizations

Rapid growth in the number of nonprofits has created a shortage of trained staff and experienced volunteer leadership for nonprofit organizations. The Nonprofit Education Initiative (NEI) in South Carolina developed the DIRECTIONS nonprofit resource assessment model to provide tools to help nonprofits better meet the challenges facing our communities—tools that will help nonprofits develop effective plans, integrate resources, diversify revenue, communicate effective messages, and motivate constituents. These tools are also inexpensive and available close to home. The research and development process was a cooperative effort between the Department of Parks, Recreation, and Tourism Management and Clemson University Cooperative Extension Service, with funding from the W. K. Kellogg Foundation. Cooperative Extension is a component of the land grant university system, the largest educational delivery system in the world. Cooperative Extension's role is to plan, execute, deliver, and evaluate learning programs consistent with locally identified needs. It helps people acquire the understanding, capabilities, attitudes, and skills essential to solving farm, home, and community problems. This article gives a background of the challenges facing nonprofit organizations in South Carolina, the steps taken to develop this new assessment model, and results of research conducted throughout the development process.     

On the Limitations of Redundancies in the Improvement of System Reliability

Some program managers share a common belief that adding a redundant component to a system reduces the probability of failure by half. This is true only if the failures of the redundant components are independent events, which is rarely the case. For example, the redundant components may be subjected to the same external loads. There is, however, in general a decrease in the failure probability of the system. Nonetheless, the redundant element comes at a cost, even if it is less than that of developing the first one when both are based on the same design. Identical parts save the most in terms of design costs, but are subjected to common failure modes from possible design errors that limit the effectiveness of the redundancy. In the development of critical systems, managers thus need to decide if the costs of a parallel system are justified by the increase in the system's reliability. NASA, for example, has used redundant spacecraft to increase the chances of mission success, which worked well in the cases of the Viking and Voyager missions. These two successes, however, do not guarantee future ones. We present here a risk analysis framework accounting for dependencies to support the decision to launch at the same time a twin mission of identical spacecraft, given incremental costs and risk-reduction benefits of the second one. We illustrate this analytical approach with the case of the Mars Exploration Rovers launched by NASA in 2003, for which we had performed this assessment in 2001.     

Moral Positioning: Service User Experiences of Challenging Behaviour in Learning Disability Services

Several studies have indicated the importance of challengingbehaviour as a limiting factor on quality of life (Murphy et al., 1996;Brown and Thompson, 1997; Schwartz, 2003). This article presentsthe findings of research that aimed to investigate adults withlearning disabilities’ understanding and experiences ofwhat is perceived by staff and services to be challenging behaviour.This study was the final phase of research reported previouslyin this Journal (Hayden and Stevens, 2004). Interviews, groupdiscussions and observations were carried out with twenty-sixpeople with learning disabilities using social services’residential and day services. Participants were able to articulatecomplex responses about challenging behaviour, which is characterizedas a ‘moral web’: a complex network of antecedents,behaviours and consequences. Social care staff were seen byparticipants to play a key role: protecting people and ensuringthat appropriate (negative) consequences were suffered by instigatorsof challenging behaviour. These findings are interpreted withina positioning theory perspective, suggesting the importanceof understanding the ways that challenging behaviour is constructedthrough social interaction. Implications in the following areasare discussed: developing practice; the role of social carestaff; and the study of challenging behaviour as a social phenomenon.     

SEX ROLE CONSIDERATIONS AND BEHAVIORAL MARITAL THERAPY: EQUAL DOES NOT MEAN IDENTICAL*

Despite the egalitarian position espoused in behavioral marital therapy, little attention has been paid to sex role issues and female-male differences. This paper explores advantages and disadvantages of behavioral marital therapy vis à vis the treatment of women and men. Features of behavioral marital therapy implicated as important in the consideration of sex role issues include underlying assumptions of egalitarianism, assumptions of external causality, and orientation toward action, as well as specific procedures such as goal setting, behavioral exchange and training in communication and problem-solving skills. Each of these features is evaluated with respect to clinical considerations as well as to research findings on female-male differences in marriage. The paper concludes with recommendations as to how behavioral marital therapy could become more sensitive to sex role issues.     

Some Implications for Management Development of Research into Managers' Moral Dilemmas

In this paper, we present two cases of moral dilemmas as told by the managers who had faced them. We analyse the cases, drawing on frameworks developed by Toffler (1986), Kohlberg (1981) and Maclagan (1990). We also comment on the broader findings of the research from which the cases were taken. These analyses and findings and those of other researchers (e.g. Waters et al., 1986) suggest a number of requisite ‘moral attributes’ for managers and have, we argue, significant implications for the curriculum for ethical education and development for managers and intending managers. One is that case material needs to reflect more strongly the actual experiences of practising managers; another is that there is scope for wider use of experiential methods on management ethics courses. We conclude with a call for a multifaceted approach to ethical education as a lifespan process entailing the development of personal and interpersonal skills and qualities, and self-knowledge as well as cognitive skills. While we acknowledge that ethical education needs to take account of learners' differing levels of prior experience, stages of moral development and levels of learning maturity, our over-riding concern is that learners are prepared for and helped to live through the very ‘real’ dilemmas that they are likely to experience in managerial work.