Establish a new role for the board of trustees 4. Often the enterprise has a local monopoly, and payments by customers may be a secondary source of funds 3. Since service is so hard to measure, we measure inputs as a surrogate. When fuzzy goals are combined with planning in terms of resources only, operating executives have considerable leeway in what they actually do. This leeway makes possible political maneuvering for personal ends.
Professional standards can be an obstacle in adjusting to new needs.
In summary, the planning process in NPOs is similar to planning in profit-seeking companies. Where these constraints are found, crisp, integrated planning is likely to be feasible only when a charismatic leader or strong mystique is also present. . Judgments and controls appear to be individualized, subjective, and inconsistent For positive motivation, NPO managers rely on personal commitment of employees to shared goals. Charismatic leaders and enterprise mystique enhance the commitment. As the NPO grows larger, the sense of commitment becomes harder to maintain.