Фандрайзинг как функция управления в некоммерческих организациях: определение и факторы результативности
The article focuses on the role of fundraising in as a function of management in non-profit organizations (NPOs). Describes the main approaches to determining the performance of fundraising in NGOs, using regression analysis identified the main factors affecting this indicator.
We present results from an experiment with multiple public goods, where each good produces benefits only if total contributions to it reach a minimum threshold. The presence of multiple public goods makes coordination among participants more difficult, discouraging donor participation and decreasing the likelihood of any public good being effectively funded. Applied to the case of fundraising, the results show how overall donations and the number of effectively funded projects may both decrease as the total number of projects vying for funding increases. The analysis considers whether making one of the contribution options salient, either through its merits or by arbitrarily choosing one to feature during the experiment, helps overcome the increased coordination problem. The results have implications for the growing popularity of crowdfunding websites, and suggest benefits to these sites from helping donors compare and identify the most promising projects. © 2015 Elsevier B.V.
The article deals with the segmentation of donors, as one of the effective tools for fundraising for non-profit organizations. We consider three types of segmentation donors: socio-demographic, behavioral and psychographic, describes the main approaches to segmentation, as well as the criteria for selecting of target segments. In conclusion, the author suggests a brief description of the marketing mix in relation to fundraising.
The article focuses on the relationship between NGO sources of funding, including the number of funding sources, on one hand, and the evaluation of NGO effectiveness and their economic situation, on the other hand. Based on the all-Russia NGO survey, the author concludes that most NGOs in Russia tend to diversify their funding sources. NGO leaders tend to evaluate the activity of their organizations more positively in direct correlation with the number of funding sources. The more diversified funding sources are the higher rating NGO effectiveness receives. The level of NGO transparency and reporting requirements in compliance with requirements of specific funding sources also influence the evaluation of NGO effectiveness. In terms of NGO economic situation, three to four sources of funding can be considered ideal. However, tapping this many funding sources may hamper the mission of an NGO owing to the fundraising activity of its leader. In this connection, the article provides a number of recommendations to improve the effectiveness of seeking and accumulating funds from different sources by NGOs for the implementation of their projects and programs.
While much has been written already about the Bilbao effect in terms of economic impacts,11 there is no dedicated research yet that would explain why the Guggenheim Bilbao phenomenon came into existence and what external forces and consequences directly contributed to its development. Moreover, it is even more fascinating to find out how this successful economic experiment influenced the Guggenheim’s further development. Did the Bilbao effect have an essential impact on the Guggenheim’s global growth? If so, how exactly did this phenomenon aid the museum to pursue its mission on the global scale? Applying a systems thinking approach, this chapter looks at the Guggenheim Foundation as an open system that continuously interacts with the external environment and constantly “adjusts to a new equilibrium if a change occurs in the way the parts are arranged” within a larger context.12 Understanding global economic reality as external environment in which museums operate, the chapter looks at the Guggenheim as a complex system within a larger economic reality, going far beyond the US context. It explores how stepping outside the local borders by developing a franchising network across different countries expanded the Guggenheim’s opportunities and brought fundraising practices to a new global level. The chapter analyses the Guggenheim example to demonstrate that staying attuned to global economic changes, or in other words, adequately adjusting the museum’s system to changes in a larger environment, has a profound impact upon institutional development. The Guggenheim case illustrates how a strategic reconfiguration of fundraising approaches in the twenty-first century can help large and internationally known museums to tap into resources available for them in the global context.
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы