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How can the manager of a nonprofit undertake capacity building for its under – performing staff?

Capacity building is regarded as an investment in the non-profit’s effectiveness and future sustainability. It is about the ability of the nonprofit to deliver its mission effectively and completely now and in the future (Hyde, 2004). There are several distinct capacity building projects that can be used by the manager of the nonprofit to undertake effective capacity building for the under – performing staff. firstly, the manager need to ensure that the organization has an effective communications strategy as this will help in scenario planning, strategic planning, organizational assessment and development (Turner & Shera, 2005). It will ensure that a strong focused mission is communicated to the members thereby keeping their constituency in mind hence being able to articulate value and tie organization’s strategy to mission and capacity. In addition, the manager needs to ensure thoughtful leadership succession. The capacity in governance and leadership is built using activities such as executive transition planning, leadership development and board development. Having an engaged, supportive board as well as resources and tools helps in effectively overseeing policy, goals and mission. Therefore, the entity can recruit and retain top talent as well as constant supply of the resources to the organization which enables them to thrive, fulfill its mission and sustain itself (Freund, 2005).

On the other hand, the manager needs to carry out an assessment using the asset-based forms and processes so as to assist them pinpoint their current status as well as goals for future growth. By completing the assessments, examining the results, the nonprofit can use the results in developing action plan goals and priorities and measure progress (Freund, 2005). They are then able to develop and maintain strategic relationships with the community through marketing and communications, collaboration and strategic structuring thereby strengthening their ability to fulfill their mission over time. It consequently enhances the ability of the nonprofit to have a positive impact on communities and lives (Hyde, 2004).

In addition, in order to have effective operations and management the nonprofit should ensure effective and efficient operations as well as strong management support systems to keep them healthy and sustainable. This is achieved through human resource management and training, improved volunteer recruitment and management as well as effective conflict resolution (Turner & Shera, 2005). The manager need to ensure that the organizational culture promote respect and open communication and encourages each individual to do their best. In addition, the organization should have sound accounting principles as well as proper asset risk and technology management. By performing such activities, the manager is able to bring the entity to the nest level of financial, programmatic, operational, or organizational maturity, which enables it to more efficiently and effectively advance its mission into the future (Freund, 2005).

Finally, the manager should ensure that the entity’s goals and objectives are aligned with its mission through linking strategic messages to resource development so as to create stable, diverse, revenue flow. This also requires fund development as well as business planning for the revenue generating activities (Hyde, 2004). In a nutshell, the manager is required to provide strong leadership to ensure success in the entity’s capacity building as all the problems will the diagnosed and key issues will not e overlooked by sharing multiples perspectives on issues and problems. Strong leadership helps in gaining a deeper understanding of the critical organizational challenges which are then addressed through the entity’s capacity building efforts thereby ensuring effectiveness and future sustainability (Turner & Shera, 2005).

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