Suchergebnisse

During the last decade, there has been an increasing demand from the government, clients, certifying bodies, and the contributing public for human service agencies to provide full information about their finances, operation, and services. For such accountability to be both accurate and meaningful, the agency must be organized along sound administrative and managerial lines and must operate according to the standards established within each operational area (accounting, fund-raising, public relations, etc.). The credibility, and thus the survival, of the agency is at stake. In addition, the ability of the agency to improve its services is enhanced by the constant internal monitoring and evaluation that must be carried out if an agency is seeking to be truly accountable.

AbstractSeveral researchers argue that religion influences organizational behavior in nonprofit institutions (Lotfy, 2004; Brinckerhoff, 1999). This article examines this claim by outlining major organizational values embraced by the leadership of twenty‐eight American Muslim nonprofit institutions. Two surveys were distributed to a random sample of 224 board members and 416 constituents in the southern and southeastern United States. Findings indicate that American Muslim nonprofit institutions remain religious even when they provide nonreligious services. Exhibiting religious organizational behavior is not random or accidental. Rather, it can be a reflection of the role of faith in nonprofits. Exploratory factor analysis reveals nine religiously important values that characterize managerial leadership in American Muslim nonprofit institutions. These values and their implications are discussed.

The authors argue that past studies of ownership inadequately control for the ways in which competition alters ownership-related differences. Survey data from 1975, 1980, and 1986 are used to estimate the changing effect of hospital ownership and between-sector competition on access to inpatient psychiatric care over a period when for-profit competition was increasing. Results show that during the noncompetitive period (1975), nonprofit psychiatric hospitals were more willing to admit costly patients. As cross-ownership competition increased, nonprofit hospitals became more willing to admit uninsured and underinsured patients, but they also grew more sensitive to cost of care. For-profit hospitals became more sensitive to the generosity of reimbursement but less sensitive to cost of care.