Nonprofit Performing Organizations - the Role of the Staff, Human Reso Term Paper

Essays on Nonprofit Performing Organizations - the Role of the Staff, Human Resources Management, Financial Resources, and Marketing Strategies Term Paper The paper â€Å"Nonprofit Performing Organizations - the Role of the Staff, Human Resources Management, Financial Resources, and Marketing Strategies† is an excellent variant of term paper on management. Non-profit performing arts organizations are the organizations that market their products through arts. From the research which have been conducted, non performing arts organizations increased by over 80% showing a good performance of the non-profit performing organizations (Bram Eline 2013). This non performing arts organizations uses symbols, music or role models to market their products or services. However, in the recent years funding to these non-profit performing organizations has reduced indicating that the organizations perform their functions with difficulties due to inadequate financial resources. Therefore these organizations depend on volunteers to conduct their tasks. The growth of the number of non performing arts organizations suggests that there is dynamic in performing arts. In this regard, this paper will discuss the role of the board in the non-profit performing organizations and the human resource management in these organizations which comprise of the paid staff and the no paid staff. An example of a non-profit performing organization is the Beijing International Chamber Orchestra (BICO) which aims to bring musicians together.2.0 The role and responsibility of the staffThe management of non-profit performing organizations is dual leadership. This implies that the management comprises of two sections of different directors. The first director is the artistic director and the other director is the executive director. The following are the roles of artistic and executive directors2.1 Artistic directorThe major role of this director is to do selection concerned with the arts. The first selection done by artistic director is the selection of the program (Druckerï ¼Å'1992). The artistic director is responsible for selecting the program w hich the non-profit performing organization should take. He or she assesses the various programs available and comes up with the best program which will be cost-effective and easy to implement. The artistic director also selects the artistic members of the group in the organization (Mancusoï ¼Å'2005). The artistic director assesses the various skills and talents of the available employees and selects the members to be included in the artist group. He or she does this by selecting the members who can best suit the artist group so that they can help the organization to achieve its goals and objectives.The artistic director is also responsible for selecting the guest artist. It is the responsibility of the artistic director to select the guest artist who will preside over the artistic functions (Mancuso, 2005). It is purely the responsibility of the artistic director to select the guest artist who he or she thinks can preside better the artistic functions and will be able to attract the attention of the audience. A good selection of the guest artist will enable the organization to implement its program effectively because he or she will be able to follow the program guide.In addition, the artistic director is responsible for designing policies and guidelines for the program. He or she should design the procedures which should be followed when implementing the program. This will help the artistic group to effectively implement the artistic program.2.2 Executive directorsThe executive director is responsible for taking various actions to ensure that the mission and vision of the organization are implemented fully (Mancuso, 2005). He or she should be able to design procedures that will enable the non-profit performing organizations to successfully implement the mission and vision of the organization.

Managing People and Ethics of Happiness - Free Samples for Students

management Question: Discuss about the Managing People and Ethics of Happiness. Answer: Introduction First we must develop the idea that man has a good or an end, an idea that is the core of ethics. That final aim or that the human being seeks is nothing other than happiness. In fact, happiness is what all human beings tend to be, so what is and should not be the content of ethics: to lead the human being to happiness (Beard, 2015). Utilitarianism Where does the term utilitarianism come from? In this sense we have to make clear that it is a word that has its etymological origin in Latin. Thus, we can see that it is conformed by two Latin parts: the word utilitas, which can be translated as "usefulness", and the suffix -ism, which is equivalent to "doctrine". The Ethics of Happiness The Aristotelian work is composed, for the most part, of treatises, each dedicated to the different branches in which it will be diversified, and finally dividing, the philosophy: Physics, Logic, Ethics, Politics, Metaphysics. Concretely there are three books that today collect the ethical thinking of Aristotle, being that of Ethics to Nicomachus the most canonical and quoted. Aristotle arose from the conception of man as a social or political being: a man who is complete in others, in the community (Binkley, 2014)This question, central to Aristotelian thought, is today vindicated by critics of liberal individualistic thinking.. Virtue and happiness How human resourcemanagement contributes to Happiness From the perspective of beliefs, there would be three beliefs for happiness: One, is a potential inner state that is waiting to be activated, is inside one and not outside, second, is a way of looking at and inhabiting the world, it is in the eyes, in the way of thinking and interpreting existence and, lastly is in the present, in the steps of the road, is not in the results, there is no way to happiness (Bolton and Laaser, 2013). Based on Seligman, he points out that happiness has several components, called the PERMA model, which implies;(1) positive emotions, happy people who live in emotions that open possibilities and build stable positive affection.(2) engagement, it alludes to having a set of interests and focuses with which to engage, those who guide action,(3) positive relationships, you can not be happy alone, relational happiness is fundamental,(4) sense, happy people have a clear and definite sense and purpose (meaning can be individual, social and transcendent) and (5) achievement, to be happy, also requires concrete action and results in the world, count With an integration between the internal and external world (Bourke, 2011) After describing the conceptual aspects of happiness, it focuses on the theme of the book that is organizational happiness, which defines as "the ability of an organization to offer and facilitate their workers the conditions and work processes that allow the deployment Of their individual and group strengths, to drive performance towards sustainable and sustainable organizational goals, building an intangible asset that is hardly imitable. " "The organization coordinates resources andmanagement to make a value offer for workers that balances the financial health of the company and the psychosocial welfare of workers." Another issue I do not like is that, as the author says, it depends only on the ethical conception of the owners and chief executives. This makes me think of a concept of hierarchical and authoritarian company very camouflaged. Are not the other stakeholders, such as workers, unions, clients or public policies promoted by the government in labor rights, relevant? They seem to be irrelevant in the approach of Ignacio Fernandez and it could be suspected that even if they disagree, well the owners and executives know what is good and suits them. This is much like the enlightened absolutism of certain eras. Putting the issue of financial health into the equation worries me. In arguing that having a management that seeks welfare in the workers is an ethical question, I do not understand what role the financial theme plays. I can only suspect an instrumental relationship between "happiness" and "financial results" (Bourke, 2013). If so, is this not contradictory with the same ethical princ iples as stated? Or, it could be thought that if the results go wrong, it could mean that the company has the possibility of reversing the model and thereby reducing benefits, unlinking workers or carrying out other practices that guarantee their financial health. The author admits in his model that one of the components necessary to manage organizational happiness are working conditions. He describes them, characterizes them as hygienic and argues the need to improve them. I believe that this emphasis is not enough, in a country like ours, with great inequality, where wage differences are huge, where working hours, working hours, and other working conditions are negative. It is not unusual then that this is an issue of executives or well-paid professionals, but what about all other people who work, probably more than concerned about happiness, are concerned about their working conditions or low pay What do they receive? I have seen a lot of manipulation with the subject of happiness at work. I believe that the instrumental discourse is very present in many organizations and executives of human resources (Ellerman, 2001). Something like "Here the important thing is to work for happiness, so rights, remuneration, equality, participation, schedules, work - family balance, let 's not talk, total happiness is important and talking about these other issues is banal," With which it is hidden that in many cases hygienic conditions are deficient and the possibility of discussing them or negotiating them openly is nullified. In the classification he makes between "spiritual" and "skeptics" I would include in the second group, adding the adjective moderate. Few people argue that people have to work in positive environments, with good climate, satisfaction of their needs and a feeling of subjective well-being and few also argue that companies have to seek profitability within the framework of their social responsibility (Glock, 2012). Perhaps the current emphasis is on better balancing this equation and making it visible to all organizational actors. Find happiness at work or you'll never be happy. " This phrase that is attributed to Christopher Columbus is very good for me to introduce my thoughts on this subject. Happiness is fundamental in all levels of life, including work (Moutinho and Huarng, 2008). At work it is important both for the workers of a company and for the whole of the organization. If this objective is achieved, it evolves in the personal sphere, in the collective and in the final results. The benefits are multiple, from capturing talent to internal rationalization of work in the organization (Glock, 2012). For this reason, the management of happiness in the work environment must become a common challenge. The concept of well-being at work has moved from the philosophical to the business scene. It has become real. Today it is known that it is possible to feel comfortable at work and that, as a direct consequence, increases productivity. At the collective level it is necessary to work on attitudes and emotions. We all know that often misunderstandings and dissatisfactions in the work environment are caused by not getting in the place that is opposite. That is why empathy and attitude towards work and colleagues are fundamental. It is necessary to take into account the most common behaviors and attitudes. We can banish some that are detrimental to the organization such as finding guilty, comparing with others through results, fear of loss or facing sides. Teamwork is the key. Conclusion Subjective well-being of people at the center of the strategy, understanding that happiness and flourishing at work are the cause of sustainable results. To do this, it is important to check the vision of the owners and chief executives, since if they conceive people only as tools and resources for profitability, it does not serve to implement the model. I agree that to aspire to make people happier at work and to seek conditions to make it happen is noble and, at least in speech, seems very desirable. I also value the way horizontality stands out as a healthy relational attitude and the conviction, coherence and credibility of managers (Fabos and Isotalo, 2014). The recognition of both colleagues and bosses is a necessary factor for workers to achieve the well-deserved well-being. Organizations and managers must also promote the value of their employees and try to reconcile their objectives with the work goals of their workers (Helliwell and Sachs, 2013). If the staff is happy in their work, every minute of their time benefits the company. Each worker should feel that his work is part of a whole that influences others. Every employee is different and this diversity must be heard and encouraged. Self-evaluation and professional autonomy are two key factors that the company must develop to foster the happiness of its workers. References Beard, A. (2015). The Happiness Backlash. New York: Hill Mc Graw. Binkley, S. (2014). Happiness as Enterprise: An Essay on Neoliberal Life. London: SUNY Press. Bourke, J. (2013). What it means to be human. London: Virago. Bolton, S. C., and Laaser, K. (2013). Work, employment and society through the lens of moral economy, Work, Employment Society. Chicago: Cambrodge Press. Bourke, J. (2011). What it means to be human: reflections from 1791 to the present, Berkeley: Counterpoint. New York: Group West. Ellerman, D. (2001). McGregor's Theory Y vs. Bentham's Panopticism: Toward a Critique of the Economic Theory of Agency, Knowledge, Technology Policy. Chicago: Hill McGraw. Elsner, W. (2015). The Well-being, Happiness Trust Issue of the Forum for Social Economics, Forum for Social Economics. Washington: Routledge. Glock, H. J. (2012). The Anthropological Difference: What Can Philosophers Do To Identify the Differences Between Human Non-human Animals? Houston: Royal Publishers. Helliwell, J. L., and Sachs, J. (2013). World Human Happiness Report. New York: Routledge. Nel, P. (2012). Human resource management in Australia New Zealand. South Melbourne, Vic.: Oxford University Press.