Management of non profit organisation module1 uma k

Management of Non profit organization -MODULE 1
UMA K, Assistant professor Page 1
Module 1: The World of Non-Profit Enterprises: third sector, nonprofits sector, social
enterprises; Economic, Sociological and Structural theories of nonprofits; Contemporary role of
nonprofits; Nonprofits vis-à-vis State and Business
• The World of Non-Profit Enterprises:
• Third sector,
• Nonprofits sector,
• Social enterprises;
• Economic, Sociological and Structural theories of nonprofits;
• Contemporary role of nonprofits;
• Nonprofits vis-à-vis State and Business
Defining Nonprofit Organizations
The task of defining the nonprofit sector is a difficult task because the organizations constituting
the sector are so varied in legal status, organizational forms, revenue structures, and operational
domains. The institutional diversity of the sector is a major impediment for a sound and all-
inclusive definition. Nonprofit organization (NPO) is generally understood as an organizational
entity whose primary objective is not profit-related. One can find different approaches in
literature to defining nonprofit organizations. These approaches are discussed briefly here.
A simple way to delineate nonprofit organizations is to identify them by their legal
status. By this approach, the legal framework of the country in question determines the
‘nonprofit’ nature of the organization. The legal definition approach is the most unambiguous
and straightforward method for defining non-profit organizations (Salamon and Anheier, 1992).
Thus an organization is non-profit if it comes under the appropriate statutes or acts of the country
of operation. A nonprofit organization is what the law of the country says it is (United Nations
(UN), 2003).The major limitation of this system is that there is no common ground for
comparing the sectors across different national settings. Similarly, not all organizations which
are ‘legally nonprofit’ are treated as nonprofit organizations by experts within the nonprofit
sector. For example, in India, an organization can claim nonprofit status if it is registered under
any of the following statutes (CSO, 2009).
1) The Societies Registration Act, 1860

2) The Indian Trusts Act, 1882
3) Public Trust Act, 1950
4) The Indian Companies Act (section 25), 1956
5) Religious Endowments Act, 1863
6) The Charitable and Religious Trust Act, 1920
7) MussalmanWakf Act, 1923.
8) Wakf Act, 1923
9) Public Wakfs (Extension of Limitation) Act, 1959.
All organizations registered under any of these acts are legally nonprofit because these
organizations are granted nonprofit status and allowed tax benefits as per Income Tax Act,
1961. However, experts in Indian nonprofit sector do not consider all registered organizations
nonprofit. Several religious organizations, business associations, private hospitals and schools
with nonprofit status exist mainly to serve the interests of a particular community or a closed
group and are not generally considered as part of voluntary sector (Sen, 1993). Another
limitation of a legal definition is that many nonprofit organizations, especially those in a
developing country like India, function outside the purview of any legal frame work. But it
must be said that the number of such organizations is on the decline as the benefits of legal
incorporation are several. Still, legal definition proves inadequate to cover the entire nonprofit
sector considering those sections of nonprofit activity that do not come under any legal
provision. Therefore legal definition, though easy to apply, suffers from serious insufficiencies.
Other frameworks for defining nonprofit organizations in literature focus on
organizational characteristics of the entities constituting the sector. Morris (2000) identifies
three common bases for defining nonprofit organizations – kind of inputs, nature of output, and
how the net earnings are distributed. According to the first approach, an entity can be classified
as for-profit, household or nonprofit depending on the source of financial resources. According
to this economic or financial definition, the key feature that sets the non-profit sector from
others is that the organizations of this sector receives the bulk of their income not from
commercial markets, but from financial contributions of their members and supporters. But this
definition is fraught with complications as there are nonprofit organization’s that run purely on
self-generated income.

The second basis for defining a nonprofit organization is the nature of output of the
organizational process/operations (Morris, 2000). Public purpose nature of outputs will
determine the nonprofit status of an organization. Functional definition identifies nonprofit
organization’s by the nature of services they provide. Provision of public services to serve the
public at large distinguishes nonprofit from other organizations. One potential problem of this
definition is the existence of commercial organization’s engaged in the field of public services
such as special education, health care for the old etc.
Finally one can categories an organization on the basis of how it distributes its net
earnings (Morris, 2000). Non-distribution constraint is the distinguishing characteristic of the
third method. Hansman (1980) describes a nonprofit organization as one that is not allowed to
distribute its net-earnings to its members or any other person who has a control on the
organization. The above condition of non-distribution of profit is recognized as the most
distinguishing characteristic of a nonprofit organization (CSO, 2009). But making economic
surplus during the course of their operations is not prohibited for such organizations. The
restraint here is that the surplus, if any, is to be used for the accomplishment of organizational
mission and not to be distributed among the members. However, the members or other
individuals associated with the organization can be paid compensations for services rendered
by them. Non-distribution clause differentiates nonprofit organizations in a Particular service
provision from its for-profit competitors in the same area of Operation.
The definition that has found widest acceptance in literature for itsComprehensiveness seems
to be the structural-operational definition suggested by Salamon and Anheier. According to
this definition, an entity will be considered a nonprofit organization if it satisfies the following
five criteria of being: organized, nonprofit distributing, private, self-governing, and
noncompulsory/
Voluntary (Salamon&Anheier, 1992). The above definition forms the basis of the
working definition adopted for distinguishing nonprofit organizations in UN Handbook of
Nonprofit Institutions (United Nations, 2003). Following the UN recommendations, Central
Statistical Organization (CSO) in India has also adopted the same definition for System of
National Accounts –SNA (CSO, 2009). Sen (1993) comments that the structural– operational
approach is the most suitable definition for nonprofit organization’s in Indian context for its
capability to incorporate the complexities of the sector in India. By applying the structural-

operational definition, trade unions, cooperatives and self-help groups (SHG) are excluded
from the sector, although legally these Organizations are granted nonprofit status.
Introduction: organization is a group of people joining together and establishes to achieve a
common object or a common goal. Basically it may classify as a two categories like as follow:
• A for-profit organization: exists primarily to generate a profit, that is, to take in more
money than it spends. The owners can decide further to keep all the profit themselves, or they
can spend some or all of it on the business itself. Or, they may decide to share some of it with
employees through the use of various types of compensation plans, e.g., employee profit
sharing. The legal forms of a for-profit, including sole proprietorships, partnerships and
corporations.
• A non-profit organization: exists to provide a particular service to the community. The
word "non-profit" refers to a type of business one which is organized under rules that forbid
the distribution of profits to owners. Most nonprofits businesses are organized into
corporations. Most corporations are formed under the corporation laws of a particular state.
Every state has provisions for forming non-profit corporations; some permit other forms, such
as unincorporated associations, trusts, society etc., which may operate as non-profit businesses
in different terms. Nonprofit organizations are voluntary, organized by citizens on a local,
national and international level. They involved in numerous activities.
Nature of Non-Profit Enterprises:
1. They supposed to be independent from government
2. These organizations are not meant for profit
3. They are expected to be value based
4. They are setup to serve public or social purpose or public service mission.
5. They must be exempt from paying tax
6. They would not distribute the excess profit to shareholders, instead of that they utilize the
funds for the developmental activities.
Purpose: Every organization which start with an objective to change an individual or society
problem.on profit organizations are aims to add quality of life of selected segments of society
and are human change agents as termed by Peter F. Drucker.
• promote a specific mission

• Often eligible for a tax-exempt status, and some may receive tax deductible
contributions.
• Public Benefit: Public benefit non-profit corporations are basically organized to benefit
the general public, and not for the interest of its members.
Mutual Benefit: are formed for a common gain purpose of its members, and due to this
private purpose, this type of corporation pays the same taxes as regular for-profit corporations.
Mutual benefit nonprofit corporation exists only to serve the needs of its members, and not the
general public, it is also up to its members to resolve disputes that may arise as to how the
corporation is being run.
Emergence of Nonprofit Sector: The scope and role of non-profit sector have
expanded considerably in most countries over the years (Salamon, et al., 1999). Non-profit
sector accounts for a considerable percentage of national GDP in many countries. Also, it is a
substantially big employment provider. A vibrant non-profit sector can extend the reach of the
government in certain fields of development, can propose alternative models of development
especially when mechanism for constructive debate on national policies are absent and thus
justifying the label of Third Sector (Defourny, 2001). Nonprofit sector’s influence has also
begun to extend beyond the traditional domains of public service to even business sector.
Scholars in business have made note of the elevated role of nonprofit sector in business as a
de-facto regulator (Prahalad&Brugmann, 2007). This role of the nonprofit sector is likely to
gain more significance in the light of the current trend of deregulation policies of governments.
At the same time, cross-sector partnerships are also on the rise as several business
organization’s have started looking at nonprofit organization’s as potential partners in their
social responsibility initiatives, marking a clear deviation from the confrontational relationship
between corporate sectors and nonprofit. Thus nonprofit sector has become a prominent player,
wielding influence in social and economic spheres.
THE WORLD OF NON-PROFIT ENTERPRISES:
Different terminologies used for Non Profit Sector:
Different terms: “Nonprofit sector,” “Third sector,” “Independent sector,” “Charities,”
“Voluntary sector,” “Tax-exempt sector,” “Nongovernmental organizations,” “Associational
sector,” “philanthropy,” “social economy” and “social enterprise,” and many more. Clearly, each

of these terms depicts one aspect of the social reality of the sector at the expense of overlooking
or de-emphasizing other aspects.
Charity:
The term charity emphasizes the support these organizations receive from private charitable
donations and assumes a certain motivation on behalf of both donor and recipient. But private
charitable contributions do not constitute the only, or even the major, source of their revenue;
and many nonprofit organizations are not “charitable” but advocate special interests or seek to
promote their members’ interests through lobbying.
Independent Sector:
The term independent sector highlights the role these organizations play as a “third force”
outside of the realm of government (i.e. political power) and private business (i.e. the profit
motive). But these organizations are far from independent, politically or financially. Politically,
many are engaged in advocacy, and board membership is typically drawn from local, regional,
and national elites; and in financial terms, they depend heavily on both government and private
business for revenue.
Ngo (Nongovernmental Organization):
The term NGO (nongovernmental organization) is the term used to depict these
organizations in the developing world and in international relations, but it tends to refer only to a
portion of what elsewhere is considered to be part of this sector— namely, the organizations
engaged in the promotion of economic and social development, typically at the grassroots level.
Philanthropy:
The term philanthropy refers to the use of personal wealth and skills for the benefit of
specific public causes and is typically applied to philanthropic foundations and similar
institutions. Yet the sector also includes self-interested behavior, pecuniary or otherwise, and
interest organizations that lobby on behalf of their members rather than for the common good.
Nonprofit Organizations/Sector:
Even the term nonprofit organizations/sector, a term used by the UN System of National
Accounts and, as we will see, economic theories, is not without its problems. This term
emphasizes the fact that these organizations do not exist primarily to generate profits for their

owners. But these organizations sometimes do earn profits, i.e. they generate more revenues than
they spend in a given year. What is more, the terms suggest more about what the organization is
not, than what it stands for, prompting one analyst to ask, and “If not for profit— for what?”
(Young 1983).
The term Économie Sociale is the term used to depict a broad range of nongovernmental
organizations in France and Belgium, and increasingly within the European Community, but it
embraces a wide variety of business-type organizations such as mutual insurance companies,
savings banks, cooperatives, and agricultural marketing organizations that would be considered
parts of the business sector in most parts of the world.
The definition used to delineate the organizations that form part of the social economy has four
main components:
1. Organizational purpose of service to members or some specified larger community rather than
profit to shareholders;
2. Independent management;
3. A democratic decision making process; and
4. Precedence of social aspects over capital in the distribution of income.
Voluntary Associations:
The term voluntary organizations or sector emphasizes both the significant input that
volunteers make to the management and operation of this sector and the non-compulsory nature
of participation in terms of membership. But a good deal of the activity of voluntary
organizations is carried out by paid staff, and not by volunteers, and many non-profits have no
membership base at all.
Voluntary associations are private, membership-based organizations in which
membership is non-compulsory. They are distinct from many nonprofit organizations such as
hospitals, social service agencies, or art museums, which may have a governing board but no
broad membership base. In addition, like other nonprofits, the association should have
identifiable boundaries to distinguish members from non-members, and should be self-governing
and non-commercial in objectives and behavior.
Third Sector: In the economic context, non profit organization is called as Third sector
organization. Non-Profit organizations have emerged as one of the largest sector after

government (public) organizations and private organizations. So, this is called as Third Sector.
Third sector organizations are a term used to describe the range of organizations that are neither
public sector nor private sector. It includes voluntary and community organizations (both
registered charities and other organizations such as associations, self-help groups and community
groups), social enterprises, mutual and co-operatives.
Nature of Third Sector Organizations (TSOs) generally,
1. Independent of government: This is also an important part of the history and culture of the
sector;
2. Value-driven: This means they are motivated by the desire to achieve social goals (for
example, improving public welfare, the environment or economic well-being) rather than the
desire to distribute profit; and
3. Reinvest any surpluses generated in the pursuit of their goals. For this reason TSOs are
sometimes called ‘not-for-profit organizations’. A better term is ‘not-for-personal-profit’. In
many cases, TSOs need to make surpluses (or ‘profits’) to be financially sustainable.
TSOs can take a number of legal forms. Many are simple associations of people with
shared values and objectives. Many have company status but with a not-for-personal-profit
approach. Very many have charitable status or are community interest companies, industrial and
provident societies or co-operatives.
In October 2010, the Government published its strategy to support charities, voluntary
groups and social enterprise. It is committed to ensuring that charities, social enterprises and
cooperatives have a much greater role in the running of public services.
Benefits of Third Sector Organizations: Public services can gain a lot from working with third
sector organizations. The benefits vary across policy and geographical areas. But some of the
common themes are TSOs’:
1. Understanding of the needs of service users and communities that the public sector needs to
address.
2. Closeness to the people that the public sector wants to reach.
3. Ability to deliver outcomes that the public sector finds it hard to deliver on its own.
4. Innovation in developing solutions; and

5. Performance in delivering services. TSOs also speak out for people and their needs to the public
sector and to wider society. Such activity may be based on a local, drop-in advice service for
people with unmanageable debt, right through to a charity’s national communications campaign
(on child cruelty, for example). Such work dovetails with TSOs’ services to the public.
Benefits of Forming a Non-profit organization:
Limited liability protection.Protects directors, officers and members against being held
personally responsible for their company’s debts and liabilities. With limited liability protection,
creditors cannot pursue the personal assets of the business owner to pay off business debts.
➢ Tax-exempt status. Nonprofits can apply for both central and state tax-exempt status.
➢ Access to grants. Some nonprofits are eligible to receive public and private grants, making it
easier to get operating capital. For instance, certain grants and other public allocation
organizations.
➢ Tax-deductible donations. With under section 80G nonprofits, donations made by individuals
to the nonprofit corporation are tax-deductible.
➢ Possible state sales and property taxes exemption. This benefit varies by state.
➢ Service discounts. Tax-exempt nonprofits generally can receive discounts on bulk mail rates.
➢ Credibility. There is established credibility for an organization that is recognized by a tax-
exempt nonprofit.
Disadvantages of forming a Non-profit organization:
➢ Cost: Creating a nonprofit organization takes time, effort, and money. Because a nonprofit
organization is a legal entity under federal, state, and local laws, the use of an attorney,
accountant, or other professional may well prove necessary.
➢ Paperwork: As an exempt corporation, a nonprofit must keep detailed records and submit
annual filings to the state and IT by stated deadlines in order to keep its active and exempt status.
➢ Shared control: Although the people who create nonprofits like to shape and control their
creations, personal control is limited. A nonprofit organization is subject to laws and regulations,
including its own articles of incorporation and bylaws. In some states, a nonprofit is required to
have several directors, who in turn only people are allowed to elect or appoint the officers who
determine policy.

➢ Scrutiny by the public: A nonprofit is dedicated to the public interest; therefore, its finances are
open to public inspection. The public may obtain copies of a nonprofit organization’s state and
Federal filings to learn about salaries and other expenditures.
Role or Functions of Non-Profit Organization:
By function means the normal tasks or roles that non-profit organizations can be expected to
perform. Researchers have identified several such contributions:
• Service-provider role,
• Vanguard role,
• Value-guardian role, and
• Advocacy role (Kramer 1981).
• Service-provider role:
Since government programs are typically large scale and uniform, nonprofits can perform
various important functions in the delivery of collective goods and services, particularly for
minority preferences. They can also be the primary service providers, where neither government
nor business is either willing or able to act. They can provide services that complement the
service delivery of other sectors, but differ qualitatively from it. Or they can supplement
essentially similar services, where the provision by government or the market is insufficient in
scope or not easily affordable.
• Vanguard role:
Non-profits innovate by experimenting with and pioneering new approaches, processes, or
programs in service delivery. Less beholden than business firms to the expectations of
stakeholders demanding some return on their investment, and not subject to the electoral process
as are government entities, nonprofit organizations can, in their fields, serve as change agents. If
innovations prove successful after being developed and tested by nonprofits, other service
providers, particularly government agencies with a broader reach, may adopt them, or businesses
might turn them into marketable products.
• Value-guardian role:
governmental agencies are frequently constrained—either on constitutional grounds or by
majority will—to foster and help express diverse values that various parts of the electorate may
hold. Businesses similarly do not pursue the expression of values, since this is rarely profitable.

Nonprofits are thus the primary mechanism to promote and guard particularistic values and allow
societal groups to express and promulgate religious, ideological, political, cultural, social, and
other views and preferences. The resulting expressive diversity in society in turn contributes to
pluralism and democratization.
• Advocacy role:
In the political process that determines the design and contours of policies, the needs of under-
represented or discriminated groups are not always taken into account. Nonprofits thus fill in to
give voice to the minority and particularistic interests and values they represent and serve in turn
as critics and watchdogs of government with the aim of effecting change or improvements in
social and other policies.
SOCIAL ENTERPRISES;
History: Social Entrepreneurship is relatively a new term. It came in to notice just a few
decades ago. But its usage can be found throughout the history. In fact, there were several
entrepreneurs who established social entrepreneurs to eliminate social problems or bring positive
change in the society. Vinoba Bhave, the founder of India’s Land Gift Movement, Robert Owen,
the founder of cooperative movement and Florence Nightingale, founder of first nursing school
and developer of modern nursing practices might be included in this category. They had
established such foundations and organizations in 19th century that is much before the concept of
social entrepreneurship used in management
Definition of Social Enterprise
“Social enterprises are defined as nonprofit or for-profit business ventures that strive to
achieve a quantifiable double bottom line of financial and social returns. These ventures are
financially self-sufficient”.
“Social entrepreneurship is the use of the techniques that start up companies and other
entrepreneurs to develop, fund and implement solutions to social, cultural, or environmental
issues”.
“Social enterprises are non-profit organisations which apply capitalistic strategies to
achieving philanthropic goals”
A social enterprise is an organization that applies commercial strategies to maximize
improvements in human and environmental well-being, rather than maximizing profits for

external shareholders. Social enterprises can be structured as a for-profit or non-profit, and may
take the form of a co-operative, mutual organization.
Social Enterprises have been defined as “A business with primarily social objectives
whose surpluses are principally reinvested for that purpose in the business or in the community,
rather than being driven by the need to maximize profit for shareholders and owners”
Social enterprises are involved in providing services or making goods. However they
have explicit social aims and social ownership with a structure based on participation by
stakeholders, such as users, community groups and employees.
“Business covering wide range of activities are defined as Social Enterprises”
Significance of Social Enterprises:
▪ Social Enterprises are social mission driven organizations which apply market based
strategies to achieve a social purpose.
▪ In India a Social Enterprise may be a NPO and NGO, often registered as a society under
Indian societies Regulations Act of 1860
▪ Many entrepreneurs running a profit focused enterprise which make genuinely charitable
gestures, this can’t be considered to be social Enterprises
▪ It is just like, “Doing charity by doing trade” rather than “Doing charity while doing trade”
Example of social enterprises:
▪ Prayaas: Its goal is to protect the rights of marginalised children, women and young
people. Delhi
▪ Nirmaan: Organizing fair, scholarship
▪ Goonj: School materials
▪ Tata Jagritiyatra
▪ Let’s Do it
▪ Snehadeep: Computer Training for the differently-abled
Legal structure of Social Enterprises:
❖ Partnership and Limited liability partnership
❖ Limited company
❖ Community interest company
❖ Industrial and provident society
Essential Characteristics of social Enterprises:

• It is serving social goals by using an enterprise strategies
• It is both a “from Welfare to Work” and a “Social Investment” approach
• It is providing assistance to the marginal groups in the community by encouraging self
reliance
Key features of Social Enterprises:
✓ Emerging and evolving entity
✓ Very much diversified
✓ For both disabled and able bodied people
a) Disabled: Physically disabled, development of challenged and Psychiatric patients
b) Able people: Ex-officers, non-engaged youth, women and middle aged semi skilled
people
✓ Operated by charities and NPO
✓ Run by some for profit business organizations as subsidiaries
✓ Projects supported by government seed funding
Difference between Social Enterprises and NPO
6. Success is measured mainly by the social
value delivered along with financial returns of
6. Success is measured by the social value delivered. No ROI
is measure
Social Enterprises NPO
1. Can have for profit, Non-profit or a Hybrid of the
two models
1. Strictly Non-profit model
2. Driven by social and financial goals 2. Driven only by social goals
3. Rely primarily on their earned income making
itself sustainable
3. Rely primarily on individual donors, charitable
contributions, corporate grants to support their projects
and cover their administrative costs
4. Aim is twofold: Social and Financial 4. Sole aim is to create social value, not money
5. It recruit employees like any other business firm
to run the company
5. It mostly depend on paid/unpaid volunteers to execute
their projects

the enterprise, ROI plays a major role
7. Social Enterprises work with a “Let’s get it
done” mind-set
7. NPO generally work with a “Let’s do as much as possible”
mind-set
8. Run in an entrepreneurial set-up: business
plan, investment opportunity, break-even
8. Run in a traditional organizational set-up: social plan, fund
raising, social outreach
9. Markets itself using commercial and social
advertisement
9. Markets the social cause of publicise and advertise itself
10. Beneficiaries receive paid services/ products
– income makes it sustainable
10. Beneficiaries receive free services-increasing the risk of
Non-sustainability
Focus Areas of Social Entrepreneurship:
• Enhance a person‘s ability to improve her or his economic well-being and personal dignity
through opportunity.
• Harness aid to be more accountable, transparent and solutions-oriented, for lasting
development.
• Enable access to and ensure use of reliable, affordable and appropriate healthcare in
disadvantaged populations.
• Address issues of sustainable productivity not beneficiary by beneficiary, but system wide. •
Lay the foundation for peace and human security.
• Harness the capital and consumer markets that drive change by considering all costs and
opportunities.
• Transform the way water is managed and provided, long-term, for both people and agriculture
Role and Importance of Social Entrepreneurship
• Employment Development The first major economic value that social entrepreneurship creates
is the job and employment Estimates ranges from one to seven percent of people employed in the
social entrepreneurship sector.
• Innovation / New Goods and Services Social entrepreneurs develop and apply innovation
important to social and economic development and develop new goods and services. Issues

addressed include some of the biggest societal problems such as HIV, mental ill-health,
illiteracy, crime and drug abuse which, importantly are confronted in innovative ways.
• Equity Promotion social entrepreneurship fosters a more equitable society by addressing social
issues and trying to achieve ongoing sustainable impact through their social mission rather than
purely profit-maximization. Another case is the American social entrepreneur J.B. Schramm who
has helped thousands of low-income high-school students to get into tertiary education.
Social Entrepreneur: A social entrepreneur is somebody who takes up a pressing social
problem and meets it with an innovative or path breaking solution. Since profit making is a
secondary objective, therefore they are people who are passionate and determined about what
they do. They possess a very high level of motivation and are visionaries who aim at bringing
about a change in the way things are.
Qualities of Social Entrepreneurs
• Ambitious: Social Entrepreneurs tackle major social issues, from increasing the college
enrollment rate of low-income students to fighting poverty. They operate in all kinds of
organizations: innovative nonprofits, social- purpose ventures, and hybrid organizations that mix
elements of nonprofit and for-profit organizations.
• Mission driven: Generating social value —not wealth—is the central criterion of a successful
social entrepreneur. While wealth creation may be part of the process, it is not an end in itself.
Promoting systemic social change is the real objective.
• Strategic: Like business entrepreneurs, social entrepreneurs see and act upon what others miss:
opportunities to improve systems create solutions and invent new approaches that create social
value.
• Resourceful: Because social entrepreneurs operate within a social context rather than the
business world, they have limited access to capital and traditional market support systems. As a
result, social entrepreneurs must be skilled at mobilizing human, financial and political
resources.
• Results oriented: social entrepreneurs are driven to produce measurable returns. These results
transform existing realities, open up new pathways for the marginalized and disadvantaged, and
unlock society‘s potential to effect social change
Types of Social Enterprises

•Nonprofits with income from products/services supplemented by external support and subsidies
•Nonprofits with income from products/services not supplemented by external support and
subsidies
•For-profit company that pursues financial return and simultaneously generates social outcomes
Problems Facing by Social Entrepreneur
• Funding
• Strategy and Long-Term Focus
• Remaining True to the Mission
• Lack of skilled man force
• Social and Cultural Effect
• Lack of Government support

GOVERANCE OF SOCIAL ENTEREPRENEURSHIP What is governance? Why is it
important in social entrepreneurship? Governance is formally defined as “systems and processes
that ensure the overall direction, effectiveness, supervision and accountability of an
organization”. Governance mechanisms can include governing boards, monitoring systems and
signaling mechanisms like reporting or codes of conduct. Social entrepreneurs address the most
pressing problems societies face through employing scalable, self-sustainable and innovative
business models. They must balance financial responsibilities and social impact and must
coordinate among multiple stakeholder groups, including investors, employees, regulators,
clients and beneficiaries. As a result, social entrepreneurs leaders manage complex trade-offs. A
carefully selected, well-designed and well-managed board will help the social entrepreneurs to
reach its goals.
Why create a board?

For social entrepreneurs, governance is key to both overseeing compliance with policies and
regulations and to safeguarding the organizational mission while meeting the demands of various
stakeholders. Boards can help management teams reach their goals and mission in several ways:
• Provide strategic support and expertise: Organizations can compensate for a lack of in-house
competencies or expertise through board members.
• Provide access to networks: Board members open doors to valuable external networks (e.g.
fundraising, advocacy and the recruitment of high talent) • ensure the vision and legacy: Boards
include and empower carefully selected individuals to guide the enterprise. This ensures the
organization’s vision succeeds beyond the efforts of the founder or management team.
• Signal credibility to external stakeholders: Investors, contractors and customers may trust the
organization more if it has well-regarded board.
How should boards evolve?
No single governance structure fits all social entrepreneurs or even fits the same enterprise over
time. Rather, governing boards should be tailored to the organization and be dynamic to the
changing needs of the organization over its lifespan. social entrepreneurs should evaluate and
modify their governance structures regularly and in particular during the following:
• The enterprise reaches the next lifecycle stage
• The legal structure of the enterprise changes
• The financial structure of the enterprise changes, most commonly related to the shareholder
base
• The external environment changes (e.g. new government regulations
How do I recruit the right board members?
Many early-stage social entrepreneurs build boards out of their network of family and friends.
While this may reduce the initial effort, it can be a disadvantage at later stages if board members
do not possess the relevant skills, representation, network and reputation to provide strategic
guidance and oversight. To search for capable board members, social entrepreneurs can:
– Solicit recommendations from investors, foundations and other social entrepreneurs
– Search through intermediary platforms
– Research, identify and reach out to people with expertise in or passion for the cause
– Attend networking events and ask intermediaries for support in making

Relevant questions to ask potential board members before selecting them include:
• What is your understanding of the mission and vision?
• How would you measure the success? (expectations of social, financial return)
• Where do you see the enterprise and the sector within the next 5-10 years? • How much time
can you devote to attending board meetings?
• Which skills or other benefits (like networks) can you provide to our enterprise?
The rights and duties of my board members
The focus of management should be on execution, while the focus of the governance
body should be on providing guidance and oversight. Boards should not get involved in day-to-
day operations but should oversee the results of these operations. Boards serve two primary
responsibilities: support and oversight. While many view these as mutually exclusive, they are
complementary in a high- performing Support
Support refers to four areas. First, boards constitute sparring partners that provide
strategic guidance and challenge management. This also includes helping to develop innovative
and effective business models. Second, board members provide access to their networks, which
can help raise awareness of the social entrepreneurs as well as foster fundraising and business
development. Third, boards serve as ambassadors for the mission of social entrepreneurs and
thus provide advocacy and legitimization. The fourth area includes aspects of oversight: ensuring
cash flows to increase the sustainability of the business.
Oversight: Oversight primarily refers to safe guarding the mission of a social
entrepreneurship. Boards monitor the performance of manages men against benchmarks that
reflect the double bottom line. Thus, monitoring concerns social as well as financial
performance. While financial indicators are easy to measure and compare, social performance is
often hard to seize. To avoid an inordinate focus on financial performance, social entrepreneurs
should pay attention to defining performance indicators for the social mission. Furthermore,
boards should emphasize the need for external audits as well as accountability measures to
increase transparency towards external stakeholders
Approval of management decisions
A task amid support and oversight is the approval of certain management decisions. Board
approval should serve to guarantee conformity with the overall mission. Furthermore, board

approval constitutes a form of legitimization to communicate certain decisions in front of the
team. Topics that require board approval include the following
: • Decisions related to the annual budget.
• Decisions on financing.
• Changes in ownership structure
• Remuneration of the chief executive and Succession of the chief executive and the
management team.
• Decisions about overall strategy.
How to evaluate the work of a board?
Given that board members desire their contributions to be meaningful, social entrepreneurs
should communicate regularly with them about what is working well and what is not.
• A review at the end of each meeting: It is good practice to review a meeting at the end, ask
everyone for comments, what went well and what went wrong.
• Informal conversations between meetings: The board members should communicate with each
other about any outstanding issues or conflicts that are preventing effectiveness affecting the
culture of the board.
• Boards should evaluate their effectiveness and identify development potentials.
Conclusion
Social Entrepreneurship holds the key for future development in India. In the days to come,
social entrepreneurs will play a crucial role in the advancement of social changes. The best thing
about social entrepreneurship is that success is not mentioned by financial gains, but by the
number of people these enterprises are able to reach and create a positive impact. In the coming
days, social entrepreneurship and Social businesses will be in the mainstream substantially,
which will hopefully impact the society positively
NPO v/s NGO:
• Non-Profit Organization does not divide its funds to shareholders and Owners but uses them for
the organizational purpose and provide services to the society.
• Non-Governmental Organizations are created by legal persons who are not part of the
government. Although NGO funds are mostly raised by the government, they maintain a non-

governmental position and eliminate the need for a government council. This type of
organizations is also known as a civil society organization.
In India, NPOs are commonly known as Joint sector or Non-Governmental Organizations
(NGOs) they can be registered in four ways:
• Trust
• Society
• Section 25 of Company’s Act of 1956
• Special Licensing
The following laws or Constitutional Articles of the Republic of India are relevant to the
NGOs:
• Articles 19(1)(c) and 30 of the Constitution of India
• Income Tax Act, 1961
• Public Trusts Acts of various states
• Societies Registration Act, 1860
• Section 25 of the Indian Companies Act,1956
• Foreign Contribution (Regulation) Act,1976
Stake Holders of NPO:
• According to Halal’s 1996 Model, Stakeholders of NPO are;
• Suppliers
• Customers
• Owners
• Trustees
• Staff (including Management)
• External influences, such as society, govt
Broad Groups of NPOs:
• Addressing social or economic issues such as handicapped, educational institutions etc.
• Private funding institutions such as USAID (United State Aid ) agency for international
development

• Organizations concerned with adding to the welfare of their own member’s co-operatives such as
Kaira Milk producers co-operative in Gujarat.
• Some special groups such as sisters of charity of mother Theresa and Orphanages etc.
Categories of NPO:
• Health Services:- Such as hospital, preventive health care programmes for alcoholics, smokers,
public health care, malnutrition, stress services, counsellingcentres such as Sanjeevini,
NirmalHridaya
• Education / Research:- Universities for promotion of arts, research institutions, library, museum,
laboratories
• Religion:- Temples, Mosques, Churches, Gurudwaras etc.
• Social services:- Child care centers, old age homes, charitable institutions, Orphanages,
Handicapped homes etc
• Civic and Fraternal services:- Sports, Red cross, environmental protection, recycling wastes, pets
care, wild life, garden etc
Requirements for a Successful NPO:
• Credibility - :trustworthiness, reliability
• Strategic goals
• Leadership spread
• Professionalism and scientific thought
• Volunteer management
• Transcending barriers - be or go beyond the range or limits of (a field of activity or conceptual
sphere).

Organizations which comes under Non-Profit system:
• Community Association
• Club
• Society
• Co-Operative
• Friendly Society
• Churches
• Trade Union
• Credit Unions
• Foundations
• Hospitals
• Welfare Organization
• Voluntary
Challenges of NPO’s and NGO’s:
• Need of Honesty
• Dedicated persons
• Ethical values
• Need of Transparency
• Lack of Proper personnel polices

• Give preferences to people rather than profit
Various theories have been offered in literature to explain the emergence and continuous
growth of the sector. These theories are briefly discussed here.
a) Heterogeneity or Government / Market Failure theory: The theory proposed by Burton
Weisbrod is a demand–side theory. It states that the unmet or unsatisfied demand for public
goods/services in a society results in the emergence of nonprofit sector (Weisbrod, 1975). This
implies that a diverse country, where the government cannot satisfy all sections of the society
because of the heterogeneity in demand, is likely to have a more active nonprofit sector.
Heterogeneity in a society increases the chance of failure of the other two sectors, market and
government. Private sector is guided by profit concerns and therefore the selection of
products/services of this sector depends on market forces. Similarly, Government actions are
determined by political processes. In both cases, certain sections of the society are likely to be
unsatisfied as their preferences for public goods may vary considerably from those of the
majority at whom the services are targeted. This stimulates the growth of nonprofit
organizations.
b) Trust-related theories Due to the profit non-distribution constraint on nonprofit
organizations, nonprofit organizations are regarded more trustworthy than for-profit
organization’s in matters relating to the quality and quantity of public goods. This results in
increased preference for nonprofit sector in provisions of public goods. This theory explains why
nonprofit sector is still strong in countries with strong government presence in social sector.
Hansman (1980) predicts that in cases of ‘contract failure’ nonprofit organizations are more
likely to display greater effectiveness and efficiency than for-profit and government
organizations. This leads to a preference for the services of nonprofit organizations.
c) Entrepreneurship theory. This offers a supply-side perspective to the development of
nonprofit sector in a society. The presence or rather the supply of social entrepreneurs or groups
or individuals with social commitment and willingness contributes to the growth of the sector.
This supply is often influenced by the surroundings, for example, religious competition. This
occurs when religions or similar congregations compete with one another to provide social
service with a view to win more followers (Salamon&Anheier, 1997).

d) Interdependence theory this theory postulates that cooperation and partnership between
government and nonprofit sector contributes to the growth of the sector. In this case, with the
support from the government, nonprofit sector can scale down its limitations in reach and scope.
Here, the government supports the growth of nonprofit organization’s by managing the
‘voluntary failure’ (inherent limitations of the sector as a mechanism to meet public needs) by
supplying financial and other resources (Salamon, Sokolowski&Anheier, 2000).
Theories of NPO:
• Economic theory
• Sociological theories
• Structural theories
Need for theories:
• To know the reasons for the existence and nonexistence of NPOs
• To Know the Economic position of the NPOs
• To know about the values indulged in the people which made them to join NPOs
• To know about the role played by the NPOs in serving the society.
In a 1990 article in the Annual Review of Sociology, DiMaggio and Anheier suggested a
“road map” for nonprofit sector research that remains useful today. It is a simple map, and
indeed the agenda proposed has only a few points or areas in it. When we think of the range of
research topics that come within the compass of nonprofit organizations, three basic questions
come to mind:
1. Why do nonprofit organizations exist? (This leads to the question of organizational origin
and institutional choice.)
2. How do they behave? (This addresses questions of organizational behavior.)
3. What impact do they have and what difference do they make? This point to the famous
“So what?” question.
We can ask these questions at three different levels:
• That of the organization or case, or for a specific set of organizations;
• That of the field or industry (education, health, advocacy, philanthropy); and
• That of the economy and society.

The proposed agenda was organization-based and took the unit “nonprofit
organizations” as its starting point. Wider institutional questions such as civil society, and
individual aspects such as social capital, entered the explanatory concerns of nonprofit theories
only later. The proposed agenda, while interdisciplinary in intent, invited economic models first
and foremost—the majority of available theories of nonprofit organizations are economic
in nature, i.e. they involve some notion of utility maximization and rational choice behavior.
Theories that seek to answer why nonprofit organizations exist in market economies. After
all, if market economies are about profit, why do some organizations elect not to make profit?,
we have already pointed out that the correct way to refer to nonprofit would not be “non-
profit-making” but rather “non-profit-distributing.” Therefore, we ask: why do some
organizations in market economies choose not to distribute residual income as profit?
Before presenting the range of theories proposed in response to this question, it is useful to
introduce some fundamental concepts of economic and sociological theory. We will do so by
way of a famous example of social policy suggested by Richard Titmus in his famous treatise
on the “Gift Relation” (1973). In this ground-breaking book, Titmus explores a seemingly
perplexing question: if the value of goods and services in market economies are mediated
through the price mechanism that balances supply and demand, how is it possible that some
of the most valuable things have no market price and are not exchanged via market mechanisms?
His example was the giving of blood, and he asked: why is blood not collected via markets, but
by a voluntary system of individual gifts? Although Titmus worked through this example before
the impact of the HIV/AIDS crisis on blood donations, it is still useful to explore his
reasoning as he introduced much of the relevant terminology needed for economic theories
of nonprofit organizations. In essence, Titmus suggests that the voluntary supply of blood is a
response to actual and assumed market failures in the supply of transfused blood.
Specifically, six aspects are important to suggest that a free market system for blood may lead
to “failures,” i.e. unfair outcomes (see also Young and Steinberg 1995: 196–8):
• Information asymmetry: potential donors with contaminated blood may conceal this fact in
order to receive money. Information asymmetries exist when either the seller or the buyer knows
more about the true quality of the product or service offered.

• Trust: for blood collectors and ultimate recipients, inherent information asymmetries require
some level of trust in the purity of the donated blood. They seek assurances that, due to their
relative ignorance of the true quality of the blood, money-seeking contributors or careless
altruists are not taking advantage of them. As we will see below, trust goods such as donated
blood, child care, social services, and also cultural performances and used cars, are prone to
market failures unless market-correcting mechanisms such as prohibition of profit distribution,
government oversight, insurance coverage, or liability laws are in place.
• Externalities: transmission of infection from donor to recipient in a market situation can yield
“negative” externalities, and others not party to the initial blood transaction might get infected.
Externalities exist when either a benefit or a cost is not directly accounted for by the market price
but passed on to third parties.
• Limitation of market: this arises from a combination of information asymmetries, moral
hazard, and transaction costs, and it is important to appreciate that market failure would likely
lead to an oversupply of blood: if donors are paid, the blood supply will contain the blood of
untainted altruists and both tainted and untainted money-seekers. Yet this oversupply would not
be associated with a drop in the price of blood, as expensive screening and testing would
increase transaction costs that would be passed on to consumers.
• Limitation of a voluntary system of blood donation is the mirror image of market failure. If all
blood is donated through voluntary individual action, a free-rider problem arises that creates a
potential undersupply of blood. As blood would be available to anyone in emergencies and time
of need regardless of actual contributions to available blood banks, individuals have no incentive
to donate blood themselves to what is de facto a public reserve bank of blood. As a result, a
voluntary system may not be efficient from a societal perspective.
A basic principle of economic theory is that markets best provide pure private goods, and
that pure public goods are best provided by the state or public sector. Markets can handle
individual consumer preferences for private goods efficiently, and thereby avoid the high
transaction costs associated with the public sector provision of rival, excludable goods. Finally,
nonprofit organizations are suited for the provision of quasi-public goods, i.e. where exclusion is
possible and significant externalities exist. By implication, markets, governments, and nonprofit

organizations are less suited to supply some other types of goods. Economists refer to such
situations as “failures.”
Specifically:
• Market failure: this situation is characterized by a lack of perfect competition, where markets
fail to efficiently allocate or provide goods and services. In economic terms, market failure
occurs when the behavior of agents, acting to optimize their utility, cannot reach a Pareto optimal
allocation. Sources of market failures include: monopoly, externality, and asymmetrical
information.
• Government failure: this is a situation in which a service or social problem cannot be addressed
by government. In economic terms, government failure occurs when the behavior of agents,
acting to optimize their utility in a market regulated by government, cannot reach a Pareto
optimal allocation. Sources of government failure include private information among the agents.
• Voluntary failure: this refers to situations in which nonprofits cannot adequately provide a
service or address a social problem at the scale necessary for its alleviation. In economic terms,
voluntary failure results from the inability of nonprofits to marshal the resources needed over
prolonged periods of time. Since they cannot tax and cannot raise funds on capital markets,
nonprofits rely on voluntary contributions that in the end may be insufficient for the task at hand.
One of the key issues of nonprofit theory is to specify the supply and demand conditions that
lead to the nonprofit form as the institutional choice, as opposed to a public agency or a business
firm, and the theories we review next look at this very topic. Even though economic reasoning
presents a very useful classification of goods and services, it also becomes clear that, to some
extent, the dividing line between quasi-public and private goods is ultimately political, in
particular when it comes to the treatment of quasipublic goods. In this sense, economic theories
imply important policy issues: depending on whether we treat education, health, culture, or the
environment as a private, quasi-public, or public good, some institutional choices will become
more likely than others.
For example, if we treat higher education more as a public good, we assume that its positive
externalities benefit society as a whole, and, by implication, we are likely to opt for policies that
try to make it near universal and funded through taxation. If, however, we see higher education
as primarily a private good where most of the benefit incurs to the individual, with very limited

externalities, then we would favor private universities financed by tuition and other charges, and
not through taxation. Many of the policy changes affecting nonprofit organizations are linked to
political changes in how goods and services are defined, and how policies set guidelines on
excludability and rivalry of quasi-public goods, whether in welfare reform, education, or arts
funding.
THE MAJOR THEORIES
Against the background provided by Titmus’s reasoning, we will now present each of the
major theories that have been proposed over the last three decades. In each case, we will focus
on the key elements of the theory, including important assumptions made, and highlight
strengths and weaknesses. Even though we will look at the theories as “standalone” bodies of
thought, they tend to relate to each other and are more complementary than rival. In other words,
even though when taken by itself, a particular theory may have major shortcomings, its
explanatory power is significantly strengthened when combined with other approaches. Three
additional aspects are worth considering.
ECONOMIC THEORY:
It is all about financial aspects which tells about
• Public goods and semi-public goods.
• Demand and supply theories and.
• The existence of NPOs helpful in the development of the country’s economy.
It consists of many sub theories.
• Sub theories of economic theories are:
• Public goods theory
• Demand and supply theory
• Trust related theory
• Entrepreneurship theory
• Stake holders theory
• Inter-dependence theory
First, the theories address primarily the “why” question the origins of nonprofit
organizations and the institutional choices involved. At the same time, they lead to

expectations about organizational behavior and impact, and insights into the role of
nonprofits more generally.
Second, most of the economic theories presented below were developed against the backdrop of
the US, which means that they apply to developed, liberal market economies first and
foremost, and have limited applicability in other economic systems such as developed
welfare states, developing countries, or transition economies. Nonetheless, they help us
understand the different roles of nonprofit organizations in various parts of the world, as the
social origins theory presented below shows.
PUBLIC GOODS THEORIES:
In 1975, the economist Burton Weisbrod was among the first to publish a theory that
attempted to explain the existence of nonprofit organizations in market economies. The
paper entitled “Toward a theory of the voluntary nonprofit sector in a three-sector economy”
became very influential and laid the groundwork for what became known as the “public goods
theory of nonprofit organizations”—a theory that has been expanded and revised and,
perhaps most importantly, influenced the development of other theories in the field
(Kingma 2003).Weisbrod’s theory of nonprofit organizations is an extension of the public choice
theories where public good problems are resolved by the collective action of the individuals
affected (1977, 1988). Similarly, the public good theory of nonprofit organizations provides an
economic rationale( a set of reasons) for the formation of nonprofit organizations to provide
public goods. Although the theoretical background and terminology involved in the basic model
refer to public goods and assume altruistic donors will compensate for any undersupply, the
key policy relevance of the theory applies typically not to the pure public goods we discussed
above but to quasi-public goods primarily.
The Weisbrod model explains the existence of nonprofit organizations with the help of
two basic concepts: “demand heterogeneity” for the provision of public goods and “median
voter.”
Demand heterogeneity refers to the demand for public and quasi-public goods, and the extent to
which this demand is, broadly speaking, similar across the population (demand homogeneity) or

if different population groups have divergent demands for such goods in both quality and
quantity (demand heterogeneity).
The median voter represents that largest segment of the demand for public and quasi-public
goods within the electorate. Another way to define the median voter is to thinkof the statistically
average person and the demands she would make on governmental spending policies.
In a competitive liberal democracy, government officials, in seeking to maximize their
chances of re-election, will strive to provide a given public good at the level demanded by the
median voter. This strategy of public goods provision, by which the government satisfies the
demand of the median voter, would leave some demands unmet, for example demand by
consumers who require the public good at quantitative and qualitative levels higher than
expressed by the median voter. This unfilled demand for the public good may be satisfied by
nonprofit organizations, which are established and financed by the voluntary contributions of
citizens who want to increase the output or quality of the public good.
In other words, nonprofit organizations are gap-fillers; they exist as a result of private
demands for public goods not offered by the public sector. By implication, due to market failure,
the public good would be unlikely to be supplied by for-profit organizations.But the important
point Weisbrod identifies applies to the basic as well as the more elaborate models of public
good provision: in a heterogeneous society, one would expect more nonprofit organizations than
in homogeneous societies where the median voter segment of the demand curve for public goods
would be much wider. Thus, the number of nonprofit organizations is positively related to the
increase in the diversity of a population: diversity not just in terms of ethnicity, language or
religion, but also in age, lifestyle preferences, occupational and professional background,
income, etc.
Proponents of this theory point to the US as a “living example” of Weisbrod’s theory (Kingma
2003). The vast array of nonprofit organizations in existence in the US can be attributed to its
mixture of religious, political, ethnic, and racial backgrounds.
Criticisms of Public goods Theory:
• Hansmann (1987: 29) argues that Weisbrod’s theory works best when applied to near public
goods. But how would the theory deal with the many nonprofit services that are quasi-public

goods and allow for exclusion and rivalry? For Hansmann , the critical weakness in Weisbrod’s
theory when applied to quasi-public goods is that it “stops short of explaining why nonprofit,
rather than for profit, firms arise to fill unsatisfied demand for public goods.” Hansmann’s trust-
related theory, or contract failure theory, picks up on precisely this point.
• Ben-Ner and Van Hoomissen address a related issue. They argue that it is not just enough to
have a heterogeneous society; the actions of groups of “stakeholders” who care enough about the
public good to assume control over its production and delivery are needed.
• Weisbrod’s pure public good theory states that nonprofit organizations provide public goods
through donor support, which otherwise would have been provided by the government.
Following this reasoning, donor support should change if the government either begins to supply
the good itself or begins to fund nonprofit organizations for itsprovision. In other words,
government spending will “crowd-out” donor contributions. However, studies reviewed by
Steinberg (2003) reveal that the “crowd-out” may not be dollar for dollar but influenced by other
incentives such as tax considerations, inertia, or information asymmetries.
• Major extensions of Weisbrod’s model concentrate on the output or the goods produced by
the nonprofit sector. These models incorporate the preferences of stakeholders other than donors,
such as managers, volunteers, and employees. They also allow for more than one type of good
produced. The result of adding other stakeholders and other goods into the model is an
explanation of why certain nonprofit goods and services differ from those of government-
provided goods and services. Indeed, the power of Weisbrod’s model derives, in part, from its
ability to offer a basis for other theorists to build upon.
• Weisbrod himself has extended this model to create a “collectiveness index” for measuring the
degree of “publicness” in the demand for a public good. The index takes account of how much
revenue nonprofit organizations receive from voluntary donations as opposed to private fee
income and public subsidies. The greater the revenue from donations, the higher the index score
will be. Weisbrod argues that the index is a good measure of public demand for a specific public
good not provided by government. Donors “vote” with their financial support and express their
preferences for public goods not demanded by the median voter.
TRUST-RELATED THEORIES:

In contrast to the public goods theory, which addresses the rise of nonprofit
organizations in response to governmental undersupply of public and quasi-public goods,
trust-related theories take a different starting point: that of information problems inherent in
the goods or services provided and the trust dilemmas associated with them. For example,
for parents, the quality of services actually provided by a day care center can be difficult to
judge and very costly to monitor on an ongoing basis. Likewise, the donation made to a
charity to help child soldiers in war-torn countries involves trust on behalf of the donor in the
charity to “deliver” on its promise.
Arrow (1963) and Nelson and Krashinsky (1973) suggested that asymmetries in
information between provider and clients in health care and social services might lead to
fears on the part of consumers about being taken advantage of and a consequent demand
for “trustworthy” organizations. Nelson and Krashinsky (1973) argued that this demand could
be connected to the strong presence of non-profit organizations in fields such as day care. By
implication, for profit providers would have an incentive to take advantage of information
asymmetries to the detriment of consumers, resulting in an unfair exchange. In the aggregate,
this would lead to what we defined as market failures above.
Hansmann took the market failure thinking further and suggested that nonprofits typically
“arise in situations in which, owing either to the circumstances under which the service is
purchased or consumed or to the nature of the service itself, consumers feel unable to
evaluate accurately the quantity and quality of the service a firm producesfor them” (1987:
29). The advantage nonprofit organizations have over for-profit firms is the signal of
trustworthiness that arises from the non-distribution constraint, i.e. the prohibition of
distributing profits to owners and equivalents. Constrained in their ability to benefit from
informational asymmetries, nonprofits have less incentive to profit at the expense of consumers
than do for-profit organizations.
The advantage of nonprofit organizations is however only a relative one, as lower
incentives to profiteer from information asymmetries may be part of a larger incentive structure
that tends to reduce both cost- and revenue-related efficiencies. In other words, nonprofit
organizations have a comparative advantage over for-profit organizations where the value
of consumer protection signaled by the non-distribution constraint outweighs inefficiencies

associated with the nonprofit form, in particular limited access to capital markets (because of
disincentives for profit-seeking investors) and lower incentives for managers to impose strict cost
minimization.
The non-distribution constraint makes nonprofit organizations appear more
trustworthy than for-profit organizations under conditions that make monitoring
expensive (e.g. high transaction costs) and profiteering likely (e.g. strong moral hazard). When
and where are information asymmetries that require some trust relation between supply and
demand to avoid market failures more likely? One such scenario arises when the ultimate
beneficiaries of a service are unknown to donors. This would be the case, for example, in a
charitable donation by a person from New York or Melbourne to help rehabilitate former child
soldiers in Africa. The information asymmetry exists between the donor and the collecting
charity, as it would be financially most inefficient to monitor the actual “delivery” of the
donations to some unknown child many thousand miles away.
Another scenario of information asymmetry and trust is related to situations when
inadequate feedback loops exist between the actual recipient and the customer demanding and
paying for a service. For example, children are typically not well positioned to judge the quality
of day care, nor are the mentally handicapped, the frail elderly, or terminally ill cancer patients.
These are client groups that may be unable to give full testimony of the quality of medical and
psychological care provided. For customers, i.e. those paying for the service, such situations pose
a dilemma, leading to a search for trust-engendering signals such as the non-distribution
constraint.
When individual contributions cannot be matched with collective services provided,
another wide arena for information asymmetries and trust issues arises. This is a version of the
collective action and free-rider problem, where those collecting contributions and responsible for
service delivery could take advantage of the informational disparities and succumb to the moral
hazard involved. Finally, another common class of information asymmetries and trust problems
refers to provider–recipient relations that involve complex services with high risks attached for
the consumer.

In essence, trust-related theories are based on asymmetric information between supply
and demand that could be exploited to the disadvantage of the customer or recipient.
In Hansmann’s case, the theory assumes that actors affiliated with the nonprofit sector (e.g.
managers, founders, board members, employees, etc.) are not motivated by opportunistic
behavior and that their interests are perfectly in line with those of the organization and the
funders.Ortmann and Schlesinger (2003) provide the broadest evaluation of the conceptual and
empirical underpinnings of Hansmann’s reasoning by posing three challenges:
• The non-distribution constraint must affect incentives within the nonprofit firm in ways that are
compatible with trustworthiness (incentive compatibility challenge);
• Nonprofit behavior must not be adulterated by individuals taking advantage of the perceived
trustworthiness (adulteration challenge); and
• Nonprofit status must be treated as a reliable predictor of organizational behavior by consumers,
when the reputation of individual firms is not seen as reliable (reputational ubiquity challenge).
Ortmann and Schlesinger (2003) assert that these three challenges must be met
simultaneously in order for nonprofit organizations to be less opportunistic than their forprofit
counterparts; otherwise consumers may not trust a nonprofit any more than they do a commercial
firm. Yet are consumers aware of differences in ownership among the organizations that provide
them with services? If so, do consumers expect nonprofit organizations to behave in a more
trustworthy manner than their for-profit counterparts? Studies show that people have an idea of
the ownership of the services they use, but their impressions are not always reliable. And
depending on the industry, people do indeed tend to view nonprofit providers as more
trustworthy, as we will see in Chapter 8.
The trust-related theories point to an important set of factors concerning why nonprofit
organizations might exist in market economies. At the same time, critics have pointed out two
major shortcomings. First, Salamon (1995) points to the failure of trust-related theories to
take account of government and the possibility that information asymmetries may find a
response through public sector rather than nonprofit sector action. In this sense, the theory
complements the heterogeneity or public goods theory, which answered the question: why
private, and not government; whereas the trust-related theories help us understand why non-

market rather than market solutions. In this sense, the two theories are complementary rather
than rival. Another criticism of trust-related theories was suggested by Estelle James (1987,
1989) who argues that the centrality of the non-distribution constraint finds no
corresponding weight in the legal and tax systems of most countries. In fact, she finds that
the no distribution constraint may be overstated as organizations can cross-subsidize (i.e. use
surplus revenue from one line of activities to support another, to effect an internal profit
distribution to cover deficits) or engage in indirect profit-taking by increasing costs (e.g. lush
offices, generous travel budgets, and personal accounts). Moreover, many legal systems have
fairly light oversight regimes in place to monitor adherence to non-distribution, and penalties for
violations tend to be relatively mild.
Despite these and other criticisms (see Ortmann and Schlesinger 2003), the trust-related
theories have influenced many subsequent developments in the field. The basic tenet is that the
nonprofit form emerges when it is more efficient to monitor financial behavior, in particular the
treatment of potential profits, than it is to assess the true quality of output. The non-distribution
constraint serves as a proxy-insurance signaling protection from profiteering.
ENTREPRENEURSHIP THEORIES:
In contrast to the heterogeneity and trust-related theories, which emphasize aspects
of the demand for services, entrepreneurship theories try to explain the existence of nonprofit
organizations from a supply-side perspective. An entrepreneur is defined as an individual
with a specific attitude toward change, whose function is to “carry out new combinations.”
According to the classic formulation by Joseph Schumpeter, the Austrian-American economist,
entrepreneurs are the innovative force in capitalist economies (see Badelt 2003). They are
part of the “creative destruction” that drives the capitalist system: they innovate by introducing
new ways of seeing and doing things, and thereby displace old ones. Thus, if entrepreneurs
drive missions and objective functions (and their inputs and outputs), one would expect to see
not only innovations in goods and service delivery arise from nonprofit organizations, but
also competition between alternatives.
In classical economic terms, the entrepreneur is understood as the one who assumes
the risk of organizing and managing a new business venture or enterprise. Psychologists
who have analyzed entrepreneurs argue that entrepreneurs have a persistent opportunity

orientation and think in terms of how things can be done instead of why things can’t get done.
Dees et al define entrepreneurs as: “Entrepreneurs are innovative, opportunity-oriented,
resourceful, value-creating change agents” (2001: 4).
Social Entrepreneurs: differ from business entrepreneurs in that, instead of creating
monetary value or economic value for the firm, they create social value, behaving in the
following ways:
• Adopting a mission to create and sustain social value;
• Recognizing and relentlessly pursuing new opportunities to serve that mission;
• Engaging in a process of continuous innovation, adaptation, and learning;
• Acting boldly without being limited to resources currently in hand;
• Exhibiting a heightened sense of accountability to the constituencies served and for the outcomes
created (Dees et al. 2001).
Even though entrepreneurship approaches to understanding economic behavior and
developments have a long history in the social sciences, with frequent reference made to
Schumpeter and also to the economist Leibenstein, the most influential supply-side theorists in
the nonprofit field have been Estelle James (1987), Susan Rose-Ackerman (1996), and Dennis
Young (1983). In a series of papers in the 1980s and 1990s, they laid out the basic argument
for what became known as the entrepreneurship theory of nonprofit organizations.
To appreciate entrepreneurship approaches, one has to understand that they take a very
different starting point from the theories we reviewed so far. They question the emphasis trust-
related theories place on non-distribution and the way heterogeneity theories emphasize
demand for public and semi-public goods. While these aspects are acknowledged as important,
they also, in the eyes of entrepreneurship theorists, miss two critical points.
First, nonprofit organizations may not be interested in profits in the first place; in fact, their
objective function may lie elsewhere and assume non-monetary forms.
Second, the provision of services may not at all be the real, underlying reason for the
organization’s existence, and these activities may serve only as the means for achieving some
other goal as the ultimate raison d’être or objective.

According to James (1987, 1989), nonprofits try to maximize non-monetary returns
such as faith, or numbers of believers, adherents, or members; they are primarily
interested in some form of immaterial value maximization, and the non-distribution
constraints of monetary profits are only secondary to their organizational behavior. This
reasoning points to the importance of religion and other value bases and ideologies. Indeed,
James suggests that entrepreneurs, or ideologues in Rose-Ackerman’s terms, populate nonprofit
fields eager to maximize non-monetary returns.
The various types of entrepreneurs drive the mission, goals, and outputs of the organization.
The motives of the entrepreneur play an important role in the organization’s development,
outputs, and mission. This role is most pronounced in the field of religion, as James writes
(1987: 404):
Universally, religious groups are the major founders of nonprofit service institutions. We see
this in the origins of many private schools and voluntary hospitals in the US and England,
Catholic schools in France and Austria, missionary activities in developing countries, services
provided by Muslim wacfs [religious trusts] and so on.
Indeed, James points out that nonprofits are strategically located in areas of taste
formation: in primary socialization (day care, nurseries, schools), but also in critical life
situations (hospitals, hospices, homes for the elderly), and situations of special need
(disability, divorce, and other major life events). Entrepreneurship theories argue that during
such phases and situations, we are more open to questions relating to religion than we would be
under “normal” circumstances. Hence, nonprofit entrepreneurs seek out such opportunities and
combine service delivery with religious or otherwise ideologically colored “messages” in an
effort to garner adherents, believers, or recruits.
Whether nonprofit entrepreneurs try to maximize quantifiable aspects (such as members) or
abstract concepts (such as “salvation” or some ideology) is irrelevant; what matters is that they
often seek to combine such maximization efforts with service delivery. Inthis sense, many value-
based nonprofits bundle products: one product that is the true and preferred output (e.g.
salvation) and the other the necessary or auxiliary co-product, a means rather than the ultimate
objective. Rose-Ackerman (1996) suggests that value-based or ideology-based nonprofit

organizations tend to develop into multiple-product firms, and Weisbrod (1998c) argues that the
product bundling is a key aspect of the revenue behavior of many nonprofit organizations.
In a sense, entrepreneurship approaches complete demand-side theories because nonprofits
always need an actor or a group of actors to create the organization. Yet it is often difficult to
differentiate between entrepreneurship and nonprofit management. This has consequences when
trying to test the validity of the theory and may cause confusion with terminology. Moreover, it
may be difficult to tell if the cause of innovations is from the entrepreneurship or from other
factors. The problem with the innovation argument is that it can be applied and observed in
entrepreneurs in almost all other types of organizations—a critique picked up by the stakeholder
theory reviewed below.
As Badelt (2003) comments, original entrepreneurship theories tried to explain the existence
of nonprofits; modern theories of organizational development try to extend this approach by
describing and explaining the process of institutional change, in particular product
bundling, thus ending up with a behavior theory of organizations. In other words,
entrepreneurs create and react to demand heterogeneity, and thus become a critical element of
the institutional dynamics of modern society.
THE STAKEHOLDER THEORY:
The stakeholder theory, associated primarily with the work of Avner Ben-Ner, is rooted
in organizational economics and economic theories of institutions. The theory builds on
Hansmann’s trust argument, in which a variety of problems might make it difficult for the
consumers of a particular commodity to police the conduct of producers by normal
contractual or market mechanisms, thus resulting in contract or market failure. According
to this reasoning, as we have seen, nonprofits exist because some demand for trust goods in
market situations are not met by private firms.
Ben-Ner and Van Hoomissen (1991) also acknowledge the supply side and recognize
that nonprofits are created by social entrepreneurs, religious leaders, and other actors who
are not motivated by profit primarily. They refer to these and all other interested parties
on both the demand side and the supply side as “stakeholders.” The theory Ben-Ner and Van

Hoomissen develop is built upon the interests and behaviors of stakeholders in the provision
of trust-related goods.
The stakeholder theory begins with Hansmann’s reasoning: the trade of trust-related
goods typically entails a conflict of interest between seller and buyer. The buyer wants the lowest
possible price at the best quality, while the seller wants the highest possible price at the lowest
quality in order to maximize profits. In a perfect market with perfect information flows, the
buyer knows how much it costs to produce the product and other relevant information, and firms
know consumer preferences, therefore both parties maximize theirutility and transactions occur
at the most efficient price. Unfortunately, under conditions of information asymmetry,
consumers are at a disadvantage and subject to profiteering by profit-seeking firms. Because of
the non-distribution constraint, nonprofits can resolve this conflict, because they are not
motivated by profit and therefore are less likely to downgrade their products to maximize profits.
The stakeholder theory also relates to Weisbrod’s theory of public goods and demand
heterogeneity in which limits to government provision drive demand-side stakeholders to
seek institutions to fill their needs. Similar to Hansmann’s approach, Ben-Ner argues that
nonprofits are created by consumers and other demand-side stakeholders in order to “maximize
control over output in the face of informational asymmetries.”
The key demand-side stakeholders are those who feel so strongly about the quality of the
service provided and protection from moral hazard that they decide to exercise control over
the delivery of service themselves. They thus become demand- and supply-side stakeholders
at the same time. For example, parents may decide to start a day care center for their children to
achieve greater control over day care services. The situation for stakeholder control applies to
non-rival goods primarily, as providers cannot selectively downgrade the services provided. Ben-
Ner suggests that the combination of information asymmetry, non-rivalry, and stakeholder
control sends much stronger signals of trustworthiness than the “milder” formulation by
Hansmann. In this sense, Ben-Ner’s argument is a stricter theory than the trust-related theory and
describes a narrower range of demand and supply-side conditions under which nonprofits
emerge.
THE INTERDEPENDENCE THEORY

Whereas the approaches reviewed so far establish some notion of conflict between
governmental provision and nonprofit provision, most clearly in the case of the heterogeneity
theory, the interdependence theory takes a different starting point and begins with the fact,
supported by the data presented in the previous chapter, that government and the nonprofit
sector are more frequently partners rather than foes. We saw this most clearly in the
significant portion of public funding that is made available to nonprofit organizations not only in
the US but also in many other countries. We also see it in the increasingly frequent use of
public–private partnerships.
The thrust of Salamon’s (1995) argument is that government does not “supplant” or
“displace” nonprofit organizations; rather, in line with the empirical evidence in Chapter 4,
he argues that government support of the third sector is extensive and that government is a
“major force underwriting nonprofit operations.” He outlines the scope and extent of government
support for nonprofits in terms of direct monetary support, indirect support, and variations in
support with regard to where the nonprofit is located (regional) and the type of service it
provides.
Salamon criticizes economic theories in their failure to describe this symbiotic
relationship between the nonprofit sector and government, in particular Weisbrod’s public goods
theory and Hansmann’s trust theory, which view nonprofits as institutions apart from
government and perhaps even better than government—in essence, picking up the pieces in areas
where government fails. In reality, the extensive government support of the third sector can be
understood if we consider what Salamon labels the “third-party government.” As Salamon
describes it, “the central characteristic of this pattern is the use of nongovernmental or at least
non-federal governmental, entities to carry out governmental purposes, and the exercise by these
entities of a substantial degree of discretion over the spending of public funds and the exercise of
public authority.”
SOCIOLOGICAL THEORY:
• Functionalist Perspective :
• Focuses on: society as a set of interrelated parts that work together to produce a stable social
system

• Main assumptions: society is held together through consensus; most people agree on what is best
for society and will work together to ensure that the social system runs smoothly
• Topics of interest: division of work in the family; functions served by education
• Conflict Perspective
• Focuses on: forces in society that promote competition and change
• Main assumptions: conflict in society arises over competition for scarce resources; social
change is an inevitable feature of society
• Topics of interest: decision making in families; relationships among racial groups; labor
disputes
• Interactionist Perspective
• Focuses on: how individuals interact with one another in society
• Main assumptions: individuals attach meanings to their own actions and to the actions of others;
interaction between people takes place thru use of symbols
• Topics of interest: child development; relationships within groups; mate selection
History of Sociological Theory:
The field of sociology itself and sociological theory by extension is relatively new in 18th
and 19th
centuries.
Since then, Sociological Theories have come to encompass most aspects of society,
including communities, organizations and relationships.
Is defined as a “Set of interrelated ideas that allow for the systematization knowledge of
social world”
Sociological theory is an attempt to create an abstract and testable preposition and about
society.
Sociological theory is used to explain the social world and make predictions about the
future of social world.
Definition: According to Wikipedia, “A theory is a statement as to how and why particular facts
are related, in sociology, sociological perspectives, theories or paradigms are complex theoretical
and methodological frameworks, used to analyzing and explain objects of social study and
facilitate organizing sociological knowledge.”

Foundation aspects of Sociological Theory:
1. Culture: culture refers to the way of life of the people. Languages, religions, music,
architecture, food and customs differ from place to place with the country.
2. Society: A society is a group of people involved with each other through persistent relations
or large social grouping sharing the same geographical or social territory, subject to the same
political authority and dominant culture expectations.
3. Environment: Environment refers to the physical and biological factors along with their
chemical interactions that affect an organism.
4. Social interaction: As we live in large scale social system and institutions, there must be a
interaction is to be focused, individual are aware of other people but do not directly interact with
them.
Factors of Sociological Theory:
• Conflict Theory
• Role Theory
• Symbolic Interaction
• Structural Functionalism
• Integration Theory
• Health care
• Social Services
Structural Theories
For every organization organizing function is very important. The key problem of organizing is
the relationship between organization and nature of the task environment.
Task environment: It refers to specified elements with which the organization interacts in the
course of its operation. It makes a difference for organizational design if the organization is a
hospital or church.
Environmental Uncertainty: It refers to situation where future circumstances affecting the
organization cannot be accurately assessed and predicted.
There are mainly 3 types of Structural Theories of NPO:
1. Unitary form of Structure Theory
2. Multi-divisional form of Structure Theory

3. Matrix form of Structure Theory
1. Unitary form of Structure Theory
PRESIDENT/ BOD
SERVICE MANAGERPurchasing
Manager
Personnel
Manager
CEO
Fund
raising
Manager
Finance
Manager
Health ServicesSocial ServicesEducational services
StaffStaffStaff
UNITARY FORM OF STRUCTURE THEORY:
It is very traditional form of an organization. All responsibility and authority will be
controlled by one place like top management. They don’t like to participate in lower level and
middle level management. It is bureaucratic form of structure theory. we find this form in a
repeated organization.
Advantages of Unitary form of Structure Theory:
• Efficiently utilization of resource
• In-depth expertise and centralized decision making
• Efficient co-ordination within the function
Dis-Advantages of Unitary form of Structure Theory:
• Poor co-ordination across functional department
• Back log of decisions at top level
• Information defects among top management about actual

2. Multi-divisional form of structure theory
PRESIDENT/ BOD
Service ManagerPurchasing
Manager
Personnel
Manager
CEO
Fund
raising
Manager
Finance
Manager
Health Services
manager
Social Services
manager
Educational service
manager
StaffStaffStaff
Staff Staff
Multi-divisional form of Structure Theory:
Multi-divisional form is a structure with functionally integrated hierarchy not only for
product or services lines but also geo-graphic regions or users or customers group.
Advantages:
• Faster response to environmental changes, clients and users focus
• Better co-ordination between functional responsibilities
• Performance can be easily identified
• Facilities staff training across a range of task.
Dis- advantages:
• Obvious duplication of functions in each division
• The higher overall administrative cost
• Less control by top management
• The potential of neglecting overall goal

3. MATRIX FORM OF STRUCTURE THEORY
PRESIDENT/ BOD
Service managerPurchasing Manager Personnel Manager
CEO
Finance
Manager
Health ServicesSocial ServicesEducational services
PersonnelPersonnelPersonnel
Manager
Purchasing
Service delivery
Finance
Purchasing
Service delivery
FinanceFinance
Service delivery
Purchasing
Personnel
Purchasing
Manager
Service
manager
Finance
manager
Matrix form of structure theory:
The Matrix structure is a prominent hybrid form, in that it imposes a horizontal of
divisional reporting into a functional hierarchy arranged in organizational structure.
Advantages:
• This form is best applied in task environment i.e., highly uncertain and complex
• This is best suitable where information is time sensitive
Dis- advantages:
• It involves high administrative cost and transaction costs
• Potential loyalty issues that could be add to conflict between divisions and co-operation
Contemporary role of Non-profits:
Non-profit sector can be expected to perform crucial service providing role. The services
we can expect from non-profit organization are those which involve some public and collective
manner.
Their credibility lies in the responsibility and constructive role they play in the society.
Real participation of people is necessary for the development of any non-profit organization.
1. Non-profit organizations replaces unsustainable development into sustainability

2. Non-profit organization are an informal network of organization
3. Non-profit organization will benefits from stronger system links
4. Non-profit organization depend upon good constituency relations
5. Non-profit organization use content to educate constituencies
6. Non-profit organization constantly seek new solutions and strategies
7. Non-profit organization are committed to building community
STRUCTURAL THEORY:
• It helps to know about the factors which helps in starting NPOs
• It considers all factors like social, cultural, economic and geographical factors etc.,
• Based on Principal Agent theory where Npos are playing agency role in fulfilling the gap in
serving the society.
The voluntary failure theory, the opposite of the market failure theory (in which nonprofit
organizations exist where the public sector fails), argues that voluntary action exists because of
people’s natural tendencies for collective action and sense of social obligation. People volunteer
out of choice, which thus explains the vibrancy and sustainability of the sector. Because of lower
transaction costs, at least initially, voluntary organizations based on collective action typically
precede government programs and other activities in addressing social problems of many kinds.
For example, this was the case with the HIV/AIDS crisis, but also with domestic violence, drug
abuse, and social welfare services more generally.
However, voluntary action is limited, sporadic, unorganized, and at times inefficient.
Government may step in to assist the voluntary sector in areas of weakness. There are four main
areas of weakness in the voluntary sector:
Philanthropic insufficiency (resource inadequacy) suggests that the goodwill and charity
of a few cannot generate resources on a scale that is both sufficient and reliable enough to cope
with the welfare and related problems of modern society. A reason for this insufficiency, aside
from the sheer size of the population in need, is the fact that third sector goods are quasi-public
goods, and thus subject to the free-rider problem whereby those who benefit from voluntary
action have little or no incentive to contribute.

Philanthropic particularism refers to the tendency of voluntary organizations and their
benefactors to focus on particular subgroups or clients while ignoring others. This leads to
problems such as: addressing only the needs of the “deserving” poor; inefficiency due to
duplication of effort whereby each particular subgroup wants their “own” agency or service;
service gaps in the population; and those who control the organization’s resources having
particular groups they favor.
Philanthropic paternalism means that voluntary associations may lack sufficient
accountability, and discretion on behalf of donors may lead to activities that benefit issues or
needs close to the donors’ interests but not necessarily reflective of wider social needs. After all,
voluntary contributions and charitable giving depend on individual good will; they do not
represent a right or entitlement.
Philanthropic amateurism points to the fact that voluntary associations frequently do not
have professional teams of social workers, psychologists, etc., since they can ill afford topay for
such expertise. Therefore, they rely disproportionately on volunteers, who may not possess
professional skills, in dealing with social problems.
In short, the voluntary sector’s weaknesses correspond well with the government’s
strengths, and vice versa. Government can provide a more stable stream of resources, set
priorities through a democratic process, discourage paternalism by making access to care a right
and not a privilege, and improve quality of care by setting benchmarks and quality standards.
The interdependence theory moves away from the zero-sum thinking that characterizes some of
the economic theories presented above, and shows nonprofit–government relations in a less
competitive light, emphasizing collaboration instead. Government and the nonprofit sector
complement each other and compensate each other’s strengths and weaknesses.
CONTEMPORARY ROLE OF NONPROFITS;
Introduction: In the last years the NGOs in Romania have regained their identity and had a
major impact on the modernization of society. They have created, defined and promoted a self-
image, forming a group and also having a place and a role in the Romanian civil society. Thus,
NGOs have recently taken over, amid a crisis of state resources, functions and roles which in the

past were the exclusive power of government, becoming a very important factor in promoting the
values of democracy and the new relationships established between state and society.
NGOs are characterized by functional dynamics of methods because their running is directly
influenced by the community needs and the specific ways of interacting with the civil society.
Role of Nonprofit Sector
Bhatt (1995) envisages three kinds of roles for NPOs in India: developmental, mobilization and
political roles. Developmental roles aim to improve the quality of life. Mobilization role refers to
self-reliance, participation, and capacity building and empowerment. Political role is influencing
the political system, its policies, laws and legislations or process and performance. Salamon,
Hems, &Chinnock (2000) identifies five roles for nonprofit organization: service role, innovation
role, advocacy role, expressive and leadership developmental role, and community development
and democratization role.
1) Service role. NPOs provide services of public or collective character which are often
neglected by private and government sectors. This is an important role of nonprofit sector in
society.
2) Innovation role. On account of their organizational flexibility and adaptability NPOs are likely
to be more innovative than the other two sectors. Moreover these organizations, being not driven
by profits can conceive more innovative solutions for social issues.
3) Advocacy role. NPOs carry out this role effectively as they are not weighed down by profit
concerns or influenced by government machinery. Nonprofit organization’s can therefore
actively push for changes in government policies and in societal conditions.
4) Expressive and leadership developmental role. The authors describe NPOs as vehicles for
individual or group self-expression.
5) The community building and democratization role. By encouraging social interactions, NPOs
help to create habits of trust and reciprocity that in turn contributes to a sense of community.
These roles are similar to the roles visualized by Bhat in Indian context. Though the sector in
India has not advanced to the level of the sectors in the developed world, it still carries out many
of the roles successfully.

In Today’s Society Regardless of how NGOs are called - "non-commercial
organizations", "non-profit organizations", "NGOs", "associative commercial sector, "civil
society", "the third sector", "non-profit association", "organizations without lucrative purpose"
etc. - all have a single definition. They are willing parties, in their own right, established by the
free will of the citizens who are associated on common career interests and/or other interests
aiming to achieve shared civil, economic, social and cultural rights and not obtaining profits. The
mobility of non-governmental organizations mirrors the community capacity to respond rapidly
to its needs. NGOs direct to the community the resources that the government does not have or
can not collect. Also, the lines of actions analysis of nongovernmental organizations may be
relevant for the problems solving by the public administration. The NGOs play an important role
in highlighting issues that might pass unnoticed by the public authorities and in helping them to
solve problems by using their human resources, local data and their organizational capacity, even
monitoring their activities. NGOs can offer tangible solutions to the community problems more
efficiently and involving less costs than the public administrations in areas such as social work or
management of social welfare institutions.
The main ways of influencing the NGO sector are:
1. Encouraging the officials and the government agencies to accept some variants of solving the
problems, which are successfully used in the sector.
2. Educating and informing the public of the rights provided by law and the increase of their
awareness of these aspects.
3. Active participation in adjusting the official programs to the needs of the community,
expressing the public opinion and taking into account the specific conditions of the area
4. Co-operation with official agencies.
5. Influencing the local development policies of national and international institutions.
6. Supporting the governments and donors to develop more effective development strategy
through strengthening the institutions, increasing the level of professional qualification of their
personnel, training their staff in order to acquire a good management capacity.
NGOs are sometimes perceived as "alternatives" to the solutions proposed by the public
administration. The population of a community can not choose the development policy
developed by the government or by the NGOs because NGOs can not launch such an offer. It is

unlikely that the NGOs can solve the problems of the local communities by their own efforts, the
lack of resources being the main cause. The NGOs may find optimal ways and solutions for
solving social problems but these ones can be completed only if they have an impact on the
development of the whole community. The public administrations and NGOs can not provide
competitive solutions but complementary solutions which can lead to the co-operation between
the two bodies.
Functions, Principles and Policies:
Non-governmental organizations have often demonstrated their effectiveness in
identifying and solving the community social problems, in attracting and enhancing the value of
human and financial resources, in estimating the efficiency degree of the public policies:
- raising the quality standards of the public services
- More efficient management of the public assets - increased profits of the public services;
- Better preservation of the public property
- optimizing the administrative costs
In the context of an increasing demand for public services there is the need of more
diversified services than those provided by the government. Therefore, the public authorities
have to choose between improving and diversifying their offer or contracting these services.
If we keep in mind the other countries experience we can say that the contracting of these
services is more profitable for economic efficiency reasons. In the context of constraints related
to their redistributive function and the politic responsibilities regarding the management of
public budget, which is limited, NGOs may contract public services.
The concession contract is the legal framework of public services contracting from Romanian
public authorities. The Government Decision 1228/1990 makes no particular references to the
concession of services to the nonprofit sector neither for the purposes of its exemption from such
activity, or for the purpose of encouraging the purchase of services by this sector from the public
authorities. The nongovernmental organizations also have other roles:
- Counterweight to state power and the private sector, such as the consumer protection
associations which educate and protect the citizens (consumers) in their relationship with
commercial entities.

- They offer the framework for citizen participation to the community life despite of two major
difficulties faced when trying to increase the involvement of mass authentic government policy,
namely:
- Decentralization of decision areas at the state level;
- the absence of the skills and values needed for the participation.
Participation in the activities of NGOs requires member involvement in decision making
processes which develop their appropriate skills and the ability to exercise the role of homo
politics.
- In the context where the companies, state institutions and the public administration officials fail
to identify and meet a whole wide variety of needs and interests in society and provide poor
public services, the NGOs contribute also to provide public services and goods. They are not
restricted to the profitability criterion (as companies) and at the same time show greater
responsiveness and creativity in covering social needs. Sometimes, even non-governmental
organizations may face some obstacles carrying out this work, such as those related to collective
action mechanisms.
- The provision of better goods and services compared to those provided by the public sector, a
less bureaucratic administrative structure and the presence of volunteers are prerequisites for
lower costs of production of the goods or services delivered by the NGOs. It should also be noted
that non-governmental organizations are oriented toward the customer satisfaction, and not
toward the compliance of formal and bureaucratic procedures.
- The NGOs are also facilitators of social integration and political integration and contribute to
groups and individuals integration into society. In societies where there is a high degree of ethnic
variety, non-governmental organizations participate in promoting diversity, the decrease of
ethnic tensions and interethnic dialogue.
- They constitute a framework where the interests and the claims of people can be expressed.
Citizens find in NGOs a framework to express their claims. Sometimes the pressures from
different groups are changed in consistent approaches to influence public policy.
- NGOs promote the diversity of opinion of citizens and their members, aware of the existence
of different views and interests in society, do not hesitate to criticize them.
NGOs provide cheaper and better services because they use volunteers, thereby helping to
improve the efficiency and effectiveness of socio-economic activities. In this respect, a

comparison can be made: non-governmental organizations place nearly free labor in many areas,
such as animal welfare, retraining, environmental protection, adult education at distance,
information spread, while government officials must pay for these activities.
The NGOs suppose the team work, the transparency and public participation, without
which an administration might not get public support for actions they undertake. NGOs have
made an important contribution to the reform process, even if the support received from the state
was a minimal one and insufficient, compared with its size.
There are multiple contributions of nongovernmental organizations, the most important
being mentioned below.
- They have significantly improved public decisions (for example: correcting and
improving various bills and other regulations);
- They have actively participated in the process of education reform;
- They were the basis for success in international mediation. They contributed to
increasing the positive public image of their country, promoting international cooperation.
- They have effectively managing the transfer of know-how;
- They have taken over almost entirely the policies of child protection and other concrete
activities related to this domain;
- They represent the indigenous culture and initiate the development of cultural diversity,
preparing the ground for an advantageous interethnic dialogue, for tolerance and cooperation
with national minorities.
The way that organizations act illustrates a model to approach the social issues. It is not
necessarily the only one or the best, but certainly it is very efficient in terms of investment –
effect report. The activities of NGOs do not replace the public administration activities and
NGOs do not carry out the objectives of public administration.
NGOs are rather reflecting a way of action which is complementary to the
responsibilities of the community administration and are not an appropriate alternative of the
public administration.
An important function of the nonprofit sector is to support the strengthening of social
systems, to give to the citizens the possibility to influence public policies, to criticize and to
monitor the government policy. Public policies are plans, principles, laws and actions that are
developed by decision makers aiming to solve a problem in society, to resist a threat or to

achieve an objective. The public policy refers to the government or parliament decisions to
address development issues that can have effects on the entire society. They also refer to all
measures of a government action program aiming to induce beneficial changes for the society or
for a certain part of the society.
Both NGOs and public authorities should provide direct benefits to citizens and promote
the development during the developing and the implementing the public policies.
If we consider the decision maker and the coverage area classification criteria, the public
policies that NGOs attempt to influence can be classified as: national, regional or local and
belonging to domestic institutions. The public policies can be classified into four categories,
keeping in mind the roles outlined above:
- Distributive policies, that authorize something or give an advantage (the ability to build
something, etc.);
- Redistributive policies, which specify the criteria of granting or prohibiting rights, benefits,
incomes, etc.
- Policies aiming to establish behavior rules (e.g. rule of the road);
- Constitutive policies, which mention rules to establish other rules (Code of Criminal
Procedure).
The actors who may be involved in influencing the public policies may be of several kind:
- Political actors, internal actors (political parties, pressure groups) and international actors
(European Council, European Union, World Bank)
- A political actors, formally constituted organizations (NGOs, unions, etc.) and informal
networks (groups of influence).
We also should also talk about the means used to influence successfully the public policies:
1. providing expert advice on a specific problem that local and central authorities wish to solve,
for example, Romanian Association of Humanitarian Law and Human Rights Association in
Romania - Helsinki Committee have contributed to the completion of the Law on Refugees in
Romania.
2. Information campaigns; this method is based on publication or broadcasting on radio or TV of
some messages that aim to make the community aware of an issue which has to be solved. This
means of influencing public policy is based on effective cooperation with the media. Serious
errors, the distorting of the message, the difficulty of communication, and the need of

accurateinformation are just some of the elements of the organizational relationship with the
Romanian Medias. The relation between public authorities, NGOs which implement public
policies and Medias should be governed by professional standards. Journalists should always
apply the journalism rules in writing a press release, making a database or monitoring.
3. Public policy research, the study of public policies by the political research institutes, called
also "think thanks", plays an increasing role in influencing public policies. They inform and
educate citizens and play an advisory role for parliamentarians, members of the Government,
local governments.
4. Coalition building (temporary or permanently) to develop public campaigns of important
cause advocacy (lobby and advocacy campaigns).
Corporate vs. NGOs:
Corporate NGO
Profit Maximization People’s Well-Being
Market Share People own things
Competition People raise voices
Diversification Integrated Development
1. Organization Creation: Whether a for-profit or a not-for-profit, the early stages of the entity
are the same. The early stages begin with filing for a business entity in the state in which the
organization opens its operations. Business entity types include: corporations, limited liability
companies, partnerships or sole proprietors. Entities are initially filed with the secretary of state.
There are different tax benefits with these entities that suit different business owners of for-profit
companies. Most not-for-profits start as corporations.
Once a business entity is formed, it then applies for an Employer Identification Number
(EIN) with the Internal Revenue Service (IRS). This is the official tax number any business
entity needs to open bank accounts, to apply for loans and to file tax returns. Once the EIN is
obtained, a not-for-profit must apply for "tax exempt status" with the IRS, using Form 1024
seeking exempt status under IRS Code 501(c).
2. Tax-Exempt Status

Once an organization is given tax-exempt status, it is considered a not-for-profit or charity type
of business. Even though these are tax-exempt organizations, they still file annual tax returns like
for-profit companies. Tax-exempt organizations must adhere to public disclosure requirements,
and must make meeting minutes and financial documents of the previous three years publicly
available upon request by any one in the public. The IRS Exempt Organization Status Check is a
database that maintains the current exempt status for all tax-exempt organizations.
3. Generating Revenues
A significant distinction between a for-profit and a not-for-profit is how each type of
organization generates revenues. For-profit companies generally sell a product or provide a
service. A not-for-profit organization usually operates fundraising efforts with donations, events
and corporate sponsors. Not-for-profits might still sell products. Girl Scout Cookies are a prime
example of a product that's produced and sold by a not-for-profit that generates revenues to
support the mission of the organization.
4. Organization Management
As business entities, both for-profit and not-for-profit organizations maintain a separation of
assets and liabilities between employees and executives. Both entities must vote for an annual
board of directors that holds regular meetings to review the progress and direction of the
company. Not-for-profits usually have larger boards of directors that might be voluntary
members bringing in resources to help expand the organization's community outreach and
fundraising efforts. The volunteer labor force is distinct to the not-for-profit organization,
whereas for-profits have paid employees and contractors that perform duties. Larger not-for-
profits, including some local agencies, do have pay rolled employees running the organization.
Financial reports are annual documents compiled by the accounting department to share the
financial standing and worth of a given company. Both for-profit and nonprofit organizations
create these financial reports to share their financial standings. However, these reports differ
slightly in content and approach, as for-profits often focus the report on generating more profits
while nonprofits focus on the programs, research and services provided by the organization.
Letter vs. Accomplishments
For-profit annual reports often start with a letter from the business owner or CEO. This letter
focuses on the company’s previous financial year and addresses any publicly known hardships
the company has overcome. Nonprofit annual reports start out by reminding the reader of the

organization’s purpose and statistics about how many people have benefited from the research,
programs and services.
1. Budgets and Cash Flow
The main purpose of the annual report is to share the general cash flow of the organization,
whether for-profit or nonprofit. For-profit organizations often show how well they manage their
money, both incoming and outgoing, to impress potential investors. Nonprofit organizations
often focus on how little they require to operate and how much funding they put into their
programs and services to help improve the community and provide support for those in need.
2. Goals and Objectives
Another part of the annual report is sharing the common goals and objectives of the
organizations. Nonprofit organizations often have the goals of offering extensive services to
people in need, while for-profit organizations have several objectives, provide high-quality
products, have a high net worth and attract potential investors.
3. Financial Predictions
Organizations and companies often end annual reports by reminding the reader of the good
things they plan to present to the public or customers in the upcoming fiscal year. For-profit
organizations will share information, such as new product launches and services, that all have the
goal of generating more profit for the business. Nonprofit organizations will end the report by
sharing what services or programs have been the most successful and how they plan on
developing these to serve more people on a larger scale.
NONPROFITS VIS-À-VIS STATE AND BUSINESS
Non-Government Organizations (NGO) Quick Facts
Organization that operates independently from any government
may receive funding from a government
operates without oversight or representation from that government
there are over 40,000 international NGOs, with the most found in India
NGO Duties
• Community health promotion & education
• Managing emerging health crises
• environmental issues i.e. sustainable water & energy resources
• Economic empowerment i.e. micro loans, skills training, financial education

• Development projects i.e. school and infrastructure construction
• Women& children’s’ rights
NGO Types
• BINGO = Big International NGO
• CSO = Civil Society Organization
• DONGO = Donor Organized NGO
• ENGO = Environmental NGO
• GONGO = Government-operated NGOs
• INGO = International NGO
• QUANGO = Quasi-autonomous NGO
• TANGO = Technical Assistance NGO
• GSO = Grassroots Support Organization
• MANGO = Market Advocacy Organization
Non-Profit Organizations (NPO) Quick Facts
• Group organized for purposes other than generating profit
• No part of the organization’s income is distributed to its members, directors, or officers
• offer services and programs through federal, local or state entities
• hire management personnel, and aim to raise substantial fundsalso known as endowments, or
foundations that could have large stock fund
• Non-profit organizations do have legal responsibilities, and these may include reporting on:
• Supervision and management
• Economic activity
• Accountability and Auditing provisions
• Tax status of corporate and private donors
NPOs usually fulfill purposes that are:
• Religious
• Charitable
• Scientific
• Public safety
• Literary

• Educational
• Fostering national or international amateur sporting,
• Preventing cruelty to children or animals but all on a much smaller scale than NGO
In some countries NGOs and NPOs are one in the same. Both often work for the benefit
of human welfareand to better society.The biggest difference with an NGO is the scope of work
that most non-profits assume. Many non-profitsare affiliated with churches, boys and girls clubs,
and alumni associations. An NGO, on the other hand, hasbroader and internationally driven
footprint. They are often working in isolated lands with widespreadfamine and disease, military
bases, and large scale disaster such as hurricane relief.
Conclusions NGOs play a major role in identifying social problems, in finding solutions, and
even in achieving social objectives in a variety of areas that public administrations can not cover
efficiently or not at all. These NGOs can be partially or fully committed to do some functions of
public administration, achieving the objectives imposed by it and without replacing the
administration. NGOs and public administration are complementary and NGOs do not represent
an alternative to the public administration.
Government Company: Characteristics, Advantages and Limitations:
Characteristics of a Government Company:
1. A government company is formed and registered under the Companies Act, 1956 as a public
company or a private company. Provisions of company law are applicable to government
companies also.
2. It has a separate legal entity, perpetual succession and a common seal.
3. It can sue and be sued, enter into contracts and acquire property in its own name.
4. A government company may be owned wholly by the government or partly by the government
and partly by the private investors. When these companies are owned by both the government
and private investors, not less than 51 per cent of the paid-up share capital of Government
Company is held by the Government.
5. The government company is managed by Board of Directors. The directors are appointed by
the government and other shareholders.
6. The auditor of a government company is appointed by the Central Government on the advice
of the Comptroller and Auditor-General of India.

7. The annual report of the working of the government company is required to be presented
every year to the Parliament or State Legislature as the case may be.
Advantages of a Government Company:
A government company enjoys the following advantages or benefits:
1. A government company is formed easily as no statute is required to be enacted.
2. It has a separate legal entity and so can manage its affairs on its own.
3. These companies are run on sound business lines. They earn surpluses to finance their own
expansion plans.
4. This form of management has greater flexibility than the department management. The
‘Memorandum of Association’ and ‘Articles of Association’ of government company can be
altered according to the provisions of the Indian Companies Act, 1956 as and when required.
5. It is the only form of management by which the government can make use of managerial skill
and technical know-how of the private sector.
6. Tie directors of a government company are free to take decisions. They can take prompt
decisions. They will not let an opportunity slip away.
Limitations of a Government Company:
Notwithstanding the above mentioned points of merit there are certain limitations of this form of
organization. These are summarized as under:
1. The relatively independent character of the Government Company has proved to be farce.
Government being the sole or the bulk shareholder dictates its terms and the management is
conducted by the Board of Directors according to the will of the Government.
2. Ministerial interference in the working of the Government company is found to be frequent
and far-reaching. Undefined and unrestricted authority is exercised by the Government
department to influence or twist the operational policies of the Government companies according
to the whims and fancies of the Ministers and Secretariat officers.
The apparently independent Government companies tend to be either the extension of
departmental bureaucracy or the tool of the pet political ideas or policies of the ruling party
divorced from the tangible criteria of commercial feasibility, administrative efficiency and
integrity.
3. The powers of the Board of Directors are subject to the approval of the concerned Ministry.
This is particularly so in regard to the borrowing power, increase in the capital, appointment of

top officials, entering into contracts for large orders and restrictions on capital expenditure. Thus
the Government Company can rarely function with flexibility and independence.
4. The control exercised by the Government over these companies is so vast or all-pervading that
they “are reduced to mere adjuncts to the ministries and subjected to the same treatment as given
to the subordinate organization or offices of the Government.”
5. The autonomy of the Government companies is vitiated by the executive orders of the
Government issued without reference to the Parliament.
6. The Boards of Management of the Government companies are dominated by officials from the
ministerial departments in their ex-officio capacity. These officials do not develop any sense of
attachment and do not show any initiative and drive (as they have no direct financial stake in the
working of the concerns) essential for increasing productive activity and increasing efficiency.
7. The departmental officers appointed to top posts in the executive control of these companies.
They are liable to be transferred back to their original departments. Hence their divided loyalty
dilutes their interest in carrying out the responsible tasks assigned to them as managers of the
Government companies.
8. It evades the constitutional responsibility to the Government and the Parliament.
9. Parliament has no effective control over State undertakings constituted in the form of
Government Company.
Only the annual audit reports of such companies are placed before the Parliament. Audit reports
contain observations only about finances revealed by the accounting figures. Administrative
aspects, personal matters, operational methods etc. cannot be discussed at length by the
Parliament (as is the case with Public Corporations).
A former Auditor-General observes, “The practice of constituting State enterprises as Private
companies is a fraud on the Companies Act and on the Constitution.”
ShriMoraka said “the moment a company is floated a certain activity and a certain
amount of finance is taken away from the purview of the House (Parliament) and the purview of
the Comptroller and Auditor General and the Service people employed in that company are taken
away from the purview of the Public Service Commission.”
Non-Profit v/s State & Business:
Significance:

❖ Profit Companies are generally founded to generate income for entrepreneurs and their
employees.
❖ Non-profits are generally founded to serve a humanitarian or environmental need.
Features:
❖ Sales revenue in the form of cash and receivable is the life blood of profit organization.
❖ Non-profits rely almost entirely on donations and grants from individuals, governments
entities and organizations.
Tax and Liability considerations:
❖ Profit companies are taxed in a number of ways, depending on their form of
organizations.
❖ Non-profit organizations can register for income tax exemption under section 501 (c) (3)
of the tax code.
Conclusion:Most of the limitations of the Government company form of State enterprises are
based on apprehensions regarding the working of the various Government departments.Suitable
provisions have been made in the Companies Act relating to audit and annual report of the
Government companies, which, if applied judiciously, would belie these apprehensions.A
Parliamentary Committee on Public Enterprises including Government companies has been
constituted to watch the functioning of these companies. Of course, Parliamentary accountability
in respect of Government companies is not as all-pervasive as is the case with public
corporations.
Government companies are immune from Parliamentary accountability to a greater extent. The
Government more particularly its officers (the bureaucracy) are likely to have easy scope to
interfere in the working of such companies. The Government, as the dominant shareholder, is
able to get any information and is free to conceal the same from the Parliament. Its Ministers and
top officials are likely to be tempted to exercise more control over these Companies without
subjecting them to the detailed scrutiny of the Parliament.As Hanson said “it is very easy to use
company as a screen to protect from the light of publicity and the arrows of justified criticism of
the operations of an irresponsible and power-hungry bureaucracy.”
It is therefore necessary to lay down a standard code of conduct for the Government and its
undertakings constitute as joint-stock companies. This code of conduct should make it obligatory
for the Government that the Parliament would be taken into confidence, particularly in regard to

the efficient working of the Government companies. The executive decisions of the Government
relating to the inception, policy-making and operation of the companies should be subjected to
Parliamentary review and concurrence.
Case study:
1. A group of like-minded youth wishes to start an NPO, with a focus on environment
protection activities. All these people are engineering graduates currently working in IT firms in
Bangalore. They wish to contribute on their own as well as raise resources from corporate sector
to facilitate reduction of noise and air pollution in Bangalore and other major cities of
Karnataka" in order to pursue their activities they wish to get a legal status and registration under
Foreign Contribution Management Act, You are asked to give them a detailed report
recommending the most suitable form of incorporation.
2. Sujana Foundation is a Trust engaged in environmental protection activities. As part of
their activities they are planning to conduct series of awareness programmes on air and water
pollution and measures to contain them. One of the trustees of the organization, whose brother
works for a fertilizer factory has suggested that they can raise money for this activity from the
factory. But two other members oppose this proposal saying that the factory is contributing to
pollution and hence they should not take their support. At the raise time all the members of the
Trust feel that seeking financial support from government is a laborious process with lot of
bureaucratic hurdles.
Posers:
i) Analyze the present situation and identify the central issue in the given situation.
ii) Which source of funding do you recommend in this case and why?
References:
• http://www.differencebetween.net/business/difference-between-ngo-and-non-profit-
organizations/%23ixzz4KvfUFuCe
• http://www.businessmanagementideas.com/management/government-company-
characteristics-advantages-and-limitations/9028 Article shared by: sinduja .s
• www.wikkipidea

Management of non profit organisation module1 uma k

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