Hacia un modelo de gestión de las organizaciones no lucrativas orientado a la excelencia

Pere Mora Ticó; Oliva Montserrat García; Jordi Morquillas Gallego

doi:10.21892/01239813.200

Towards a management model of nonprofit organizations driven to excellence

Hacia un modelo de gestión de las organizaciones no lucrativas orientado a la excelencia

Published 2016-08-31

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Vol. 3 No. 16 (2016): BÚSQUEDA. SUPLEMENTO

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RESEARCH ARTICLES

How to Cite

Mora Ticó, P., Montserrat García, O., & Morquillas Gallego, J. (2016). Towards a management model of nonprofit organizations driven to excellence. Búsqueda, 3(16), 114-115. https://doi.org/10.21892/01239813.200

DOI

https://doi.org/10.21892/01239813.200

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“Búsqueda” is distributed under a Creative Commons Atribución-Share ALike 4.0 International License.

Based on a work in http://revistas.cecar.edu.co/busqueda

Pere Mora Ticó

http://orcid.org/0000-0002-1245-9412

Oliva Montserrat García

http://orcid.org/0000-0001-5646-4523

Jordi Morquillas Gallego

http://orcid.org/0000-0001-9813-8400

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Pere Mora Ticó

Grupo de Investigación, Innovación y Análisis Social. Facultad de Educación Social y Trabajo Social. Pere Tarrés -Universitat Ramon Llull.

Oliva Montserrat García

Grupo de Investigación, Innovación y Análisis Social. Facultad de Educación Social y Trabajo Social. Pere Tarrés -Universitat Ramon Llull.

Jordi Morquillas Gallego

Grupo de Investigación, Innovación y Análisis Social. Facultad de Educación Social y Trabajo Social. Pere Tarrés -Universitat Ramon Llull.

The aim of this paper is to highlight that the Non-Profit Organizations should implement an effective management model based on the quality of its services, goal-oriented and mainly aimed at meeting the needs of its users. The complexity of our society implies that the Non-Profit Organizations should incorporate management tools, which must take into consideration: a detailed analysis of the environment; to understand the interaction between the public, private and non-profit sectors; to apply information collection systems that can offer a portfolio of services that must be able to respond to changing social needs; to develop a system of diversified fundraising; a flexible and participatory internal organization that facilitates a leadership based on innovation and effectiveness; and to implement systems for measuring social impact of its activities and services. Their leaders begin to develop new management strategies since their formation, in a very technical field, does not allow them to face, absolutely, the direction under new management models. We may conclude that a good planning in management strategies is accompanied by a more participatory model, which bears in mind the contributions of civil society. Networking with different levels (public and private, with or without profit) and with different social actors (professionals, beneficiaries, etc.) is essential. Leaders of organizations in the social sphere shall improve and expand their competence contexts, by acquiring the powers of management and not forgetting those, which have characterized and strengthened the social sector.

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