There is a dearth of theory available to assist those who attempt client involvement in shaping small not-for-profit programs. In pursuit of such theory, the research questions of this dissertation are: What are common norms of ethics, intrapreneurship (entrepreneurial orientation), performance management, and other salient organizational culture characteristics of small not-for-profits that successfully involve clients in shaping the quality of their programs? What common internal formal and informal norms of operation related to community-building are employed by small not-for-profits that successfully involve clients in shaping the quality of their programs? What are common barriers to successfully involving clients in shaping the quality of small not-for-profit organization programs? Three not-for-profits, a K-12 charter school, an arts advocacy organization, and an arts-focused organization were selected for in-depth case study analysis and comparison. This analysis involved the use of originally designed questionnaires and interviews with organizational leadership, including clients. The analysis was augmented by a review of pertinent organizational documents as well as field observations. The findings of this dissertation include that the case studies which successfully involve clients in shaping their programs evidence strong performance management practices, entrepreneurial orientation, productive internal and external relationship building practices for the purpose of identifying and solving joint problems, high ethical standards, and empathic relationships among staff and clients. A meta-analysis of these characteristics and the data were framed in terms of Schein's (1992) levels of organizational culture specifically associated with beliefs and assumptions, values, and norms, and cultural artifacts. The resulting organizational culture profile is the primary contribution to scholarly research and serves as the theoretical basis for the development and presentation of two hypotheses offered for future research. As more becomes known about the characteristics associated with small not-for-profit organizations that successfully involve their clients in shaping their programs, it is hoped that opportunities may increase for this sector to benefit from client involvement theories that could emerge and serve as guidelines for the field and for practitioners.called servant leadership. Robert Greenleaf (1970) described servant leadership in an essay taken here from the Greenleaf Center for Servant Leadership websitea#39;s definition page: The servant leader is servant first.. ..It begins with the naturalanbsp;...
|Title||:||Characteristics Associated with Successfully Involving Clients in Shaping the Programs of Small Not-for-profits|
|Author||:||John G. Mentzos|
|Publisher||:||ProQuest - 2008|