Constraints on the strategic management of non-profits

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1. What are some of the constraints on the strategic management of non-profits and how can they be addressed?

2. Are not-for-profit organizations less efficient than profit-making organizations? Why or why not?

3. How does the lack of a clear-cut performance measure, such as profits, affect the strategic management of a not for-profit organization?

4. What are the pros and cons of strategic piggybacking? In what way is it "unfair competition" for not-for-profits to engage in revenue generating activity?

5. What are the pros and cons of mergers and strategic alliances? Should not-for-profits engage in alliances with business firms?

6. A number of not-for-profit organizations in the United States have been converting to profit making. Why would a not-for-profit organization want to change its status to profit making? What are the pros and cons of doing so?

Reference no: EM13810874

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