In Your Responses To At Least Two Of Your Classmates Compare And Cont ✓ Solved

In your responses to at least two of your classmates, compare and contrast your respective positions on Piana’s argument concerning the recapitulation of society’s problems within human services organizations and offer constructive criticism of the critical analysis offered by your peers. Additionally, identify any insights you have gained as a result of reading the responses of others. I need 150 words of response for each peer response. The Nonprofit Paradox FORUM 1: After reading the short article The Nonprofit Paradox Business Models in the Third Sector by La Piana, states “The nonprofit paradox seems to have a paradoxical cause—namely, the mission drive of nonprofit sector workers†(Piana, D. (2010).

When there are driven in the organization then the work becomes successful and everyone benefits from it. Something else that Piana talked about was “Organizations that confront their cultural quirks and paradoxes with tolerance, a sense of humor, and openness, however, are often able to lessen their effects†(Piana, D. (2010). It is hard when organizations tend to overlook the culture of some of their employees or know how to handle it when there is an issue that arises. As a leader, how would you first identify this issue? I believe that as a leader the first thing I would do to address the issue is having a meeting with all parties involved to see what the issue is and how we can resolve it without it exculpating further.

Sometimes I believe that as individuals we tend to overthink things while doing our job and criticize others on their mistakes they make without realizing we could be the issue due to the fact we believe we are doing a better job than they are and we let them know it because we tend to rub it in their face. What would you do to address it? Put together some trainings about the issues what every they are including conflict trainings in case there was ever any I had to deal with as a leader. Also, have a mediator come in to talk to everyone, and utilize other surroundings that will be a change of pace for everyone so that they can relax in a different environment. REFERENCE: Piana, D. (2010).

The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24. Retrieved from ABI/INFORM Global. (Document ID: FORUM 2: Nonprofits have a job to do, with having little help doing it. This can cause some hard feelings between the staff and others involved in trying to make it a viable business. Many nonprofits have downsized and streamlined their businesses to increase their economic viability.

They need to assess the impact of the changes, and respond quickly without changing their function as an organizational system. They also need to maintain their mission and provide services to their communities while retaining fiscal viability. They also need a strategy to adapt; they need the resilient capacity to be imaginative as they operate in uncertain and fluctuating environments (Witmer & Mellinger, 2016). Because of the changes being made to these nonprofits it can cause problems for staff and the overall organizational effectiveness. Staff members feel they are not being consulted and that management does not always value their opinions.

They do not believe the changes should be made, and Clinical staff members are not feeling connected to the members of the board of directors, with all these things going on it can cause bad feelings between all the staff and result in problems for all involved. As a leader I would make sure that my staff were reassured that we were doing everything that we can to provide the services we offer with the means that we have. I would assure them that everything would work the way it should. If there was a problem I would make sure to take care of it right away. I would make sure that the staff and others involved in the nonprofit would have a say in how everything was to go.

"As CEOs lead organizations in change, especially management change, justification to staff and board should always be made in terms of the advantage to mission, not financial health, efficiency, or productivity. This message should also be central to an on-going educational effort directed toward management and program staff. There must be no question of senior management’s priorities" (Piana, 2010). In order to address this issue there would be continual training for the staff to keep to the mission of the services we offer. Reassuring them that if they kept to the mission everything would work out in the end.

"Program professionals should be included at high-level staff and board discussions whenever appropriate. Nonprofit organizations should incorporate multiple management models to address the multiple bottom lines characteristic of nonprofits. Some models, such as financial management, need significant modification to meet nonprofit needs" (Piana, 2010). If our mission does not continue to work we can always switch to a for-profit status and change the way that our business works. Although there are more people that would like to see a nonprofit business work and would work to save the business in other ways.

References: Piana, D. (2010). The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24. Witmer, H., & Mellinger, M. S. (2016).

Organizational resilience: Nonprofit organizations’ response to change. Work , 54 (2), 255–265. NO PROCEDURE. JUST ANSWER 1. Solve the matrix equation for the unknown matrix X, or explain why no solution exists. ​ ​ 2.

The system of linear equations has a unique solution. Find the solution using Gaussian elimination or Gauss-Jordan elimination. ​ 3) 3. Perform the matrix operation, or if it is impossible, explain why. ​ 4. Determine whether the system of linear equations is inconsistent or dependent. If it is dependent, find the complete solution. ​ 5.

Determine whether the system of linear equations is inconsistent or dependent. If it is dependent, find the complete solution. ​ 6. The system of linear equations has a unique solution. Find the solution using Gaussian elimination or Gauss-Jordan elimination. ​ 7. Solve the system of linear equations. ​ 8.

Solve for x and y. ​ ​ x = __________, y = ___________ 9. A specialty-car manufacturer has plants in Auburn, Biloxi, and Chattanooga. Three models are produced, with daily production given in the following matrix. Cars produced each day Model K Model RModel W Auburn Biloxi Chattanooga Because of a wage increase, February profits are less than January profits. The profit per car is tabulated by model in the following matrix.

January February Model K Model R Model W (a) Calculate AB. AB = __________ (b) Assuming all cars produced were sold, what was the daily profit in January from the Biloxi plant? (c) What was the total daily profit (from all three plants) in February? 1 Point 10.The matrices B and C are defined as follows. ​ ​ Carry out the indicated algebraic operation, or explain why it cannot be performed. ​ 6B + 3C 11. A matrix is given. ​ ​ (a) Determine whether the matrix is in row-echelon form. ​ (b) Determine whether the matrix is in reduced row-echelon form. ​ (c) Write the system of equations for which the given matrix is the augmented matrix. ​ 12. Write the system of equations as a matrix equation. ​ 13.

Determine whether the system of linear equations is inconsistent or dependent. If it is dependent, find the complete solution. ​ 14. Solve the system of linear equations. ​ 15. Solve the system of linear equations. ​ 16.The matrices A, B and E are defined as follows. ​ ​ Carry out the indicated algebraic operation, or explain why it cannot be performed. ​ ABE 17. Solve the system of linear equations. ​ 18.

The system of linear equations has a unique solution. Find the solution using Gaussian elimination or Gauss-Jordan elimination. ​ 19. The matrix A is defined as follows. ​ ​ Carry out the indicated algebraic operation, or explain why it cannot be performed. ​ ​​A. The matrices B and F are defined as follows. ​ ​ Carry out the indicated algebraic operation, or explain why it cannot be performed. ​ BF

Paper for above instructions

In responding to the insights presented in Forum 1 and Forum 2 regarding Piana's argument on nonprofit organizations, it’s prudent to analyze how each peer's perspective connects with the overarching themes in Piana’s article and the complexities of nonprofit management.
Response to Forum 1:
In your response to the nonprofit paradox, you highlight the importance of addressing cultural issues within organizations and taking proactive steps as a leader. I appreciate your emphasis on open dialogue through meetings and conflict resolution training. Indeed, Piana (2010) underscores the need for organizations to confront cultural quirks with tolerance and humor. However, I would like to expand on this point by suggesting that the assessment of organizational culture should not only occur in response to issues but also as an ongoing process. As pointed out by Witmer and Mellinger (2016), cultivating an environment of transparency and engagement can empower staff and minimize friction before conflicts arise.
Your approach to mediating issues is commendable, yet I would encourage a more systematic process of regular feedback collection, perhaps via anonymous surveys, to allow employees to voice concerns without fear of personal repercussions (Witmer & Mellinger, 2016). This could potentially create a culture where issues can be surfaced more organically. Additionally, incorporating broader team-building exercises can help dissolve any existing tensions and strengthen collaborative relationships among staff, thereby enhancing organizational functionality as you suggested.
Furthermore, the recommendation of creating a relaxed environment during meetings is a constructive one. However, it would be beneficial to also consider integrating periodic workshops that focus on building trust and improving collaborative skills among team members. Training sessions could include evidence-based conflict resolution techniques, which align well with fostering a nonprofit culture focused on collaboration and support (Witmer & Mellinger, 2016).
In conclusion, your response captures the essence of addressing cultural challenges in nonprofit organizations well. The strategic use of dialogue and training can indeed play a significant role in minimizing conflict and fostering a healthy work environment.
References
Piana, D. (2010). The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24.
Witmer, H., & Mellinger, M. S. (2016). Organizational resilience: Nonprofit organizations’ response to change. Work, 54(2), 255–265.
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Response to Forum 2:
Your reflection on the challenges faced by nonprofits in maintaining their mission amidst organizational change resonates with Piana’s assertion that financial sustainability often clashes with the mission-driven nature of nonprofits (Piana, 2010). I appreciate your acknowledgment of the need for a resilient strategy that responds to the changing landscape while ensuring that staff are genuinely involved in the decision-making process, which aligns with the findings of Witmer and Mellinger (2016) on the importance of internal communication and staff engagement.
Your approach of continually reassuring staff about the organization’s commitment to its mission stands out. However, I would recommend integrating structured mechanisms for ongoing staff involvement. For instance, the implementation of regular feedback loops can ensure that clinical staff and board members maintain open channels of communication, thus lessening feelings of disconnection (Witmer & Mellinger, 2016). Furthermore, fostering a culture of inclusivity in core decision-making processes may mitigate feelings of disenfranchisement and enhance team cohesion.
You brought up an insightful point regarding CEOs needing to justify changes in relation to the mission rather than merely financial motives. This perspective echoes Piana’s emphasis on mission-driven rhetoric (Piana, 2010). Expanding on this notion, I suggest introducing joint mission and strategy workshops, where all staff can contribute ideas on aligning actions with the nonprofit’s mission. This participatory approach can help in creating a shared understanding and commitment across levels, which is crucial when navigating changes.
Moreover, while you mentioned potential transitions to a for-profit structure as a remedy, it would benefit from a thorough exploration of the implications such a shift would entail. Managing staff expectations regarding such significant changes is paramount. Hence, conducting workshops outlining the pros and cons of maintained nonprofit status versus changing to for-profit can equip staff with the comprehensive insights needed to navigate their feelings and contributions toward the organization’s future.
In summary, your assessment of the nonprofit sector's challenges emphasizes crucial aspects of resilience, mission focus, and staff engagement. Engaging staff actively and investing in clear communications strategies can indeed pave the way for more robust nonprofit organizations ready to tackle the evolving landscape.
References:
Piana, D. (2010). The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24.
Witmer, H., & Mellinger, M. S. (2016). Organizational resilience: Nonprofit organizations’ response to change. Work, 54(2), 255–265.
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This analysis, through constructive engagement with your peers, engages them in an ongoing dialogue highlighting the significance of societal challenges and cultural nuances that nonprofits face, fostering learning and growth in understanding complex organizational dynamics.