Human Services Agencies and Non-Profit Organizations

Summary

The article gives a clear view of how non-profit organizations are managed and the skills needed to ensure there is effective management in the company. The article was written by Sarah Cornochan, Bowen McBeath, Emmeline Chuang, and Michael J. Austin in the year 2019. In the document, the main sources of funding for non-profit companies are discussed. The challenges encountered in managerial activities include how to manage human services contracts and the importance of communication towards enhancing positive relationships with counterparts. Government constitutes, and the grant is considered to be the main source of funding for non-profit organizations. This is a summary of how communication impacts contracting human services and managers’ perspectives with regard to non-profit managers.

Complex systems of non-profit managerial personnel, community, and profit agencies are used to deliver human services in organizations. According to (Carnochana et al., 2019), feasibility valuation, preparation of the contract, implementation, and evaluation of performance are activities of management contracts that need an extensive range of knowledge related to monitoring projects. The article highlights the major concerns regarding the challenges encountered with the transaction cost related to assigning, implementing, and applying the contracts.

Technology capacity and resources within an organization play a vital role in defining the extent to which the non-profit activities can be conducted, depending on performance considerations. When the organization has not yet advanced in technology, the greater challenge is posed to the manager, who must balance the interests of the interpleader. A recent study incorporated in the document shows that non-profit companies have faced difficulties in reporting their performance demands due to a lack of resources which calls for informal assessment.

Human services contracts face challenges in delivering resources and services to non-profit organizations. The challenges include insufficient resources, extremely politicized surroundings, uncategorized technology services, hard-to-identify and measure service results, and diverse customer populations (Carnochana et al., 2019). Financial setbacks are associated with customer service established perspectives through which uncertainty threat is experienced. The risk, complexity, and level of uncertainty to human service provision escalate accountability tasks that describe human community contracting. Drawbacks linked with management difficult human service agreements under doubt researchers need to develop measures to manage non-profit organizations to project performance criteria and relations—the performance capacity in human service grants setbacks for non-profit and public administrators.

Contracting relations are used to report human service-based organization challenges. Carnochana et al. (2019) claim that interpersonal relations influence the managerial insights of the usefulness of cross-sectoral organizations. Reinforcement of managerial relations through effective norms, behaviors, and opportunities increases the possibility of accomplishing common advantages for public and non-profit human service activities. Developing interpersonal relations characterized by reciprocity of customs, common goals, and similar emphasis on communication intensity and quality is important. Managerial communication plays a significant role in strengthening the relationships between public and non-profiting organizations by enhancing trust, accountability, and recognizing shared interests and values.

In conclusion, the method used to carry out the study includes a longstanding research program conducted by regional partnerships and non-profit human service agreements. The report reveals the outcomes of the survey conducted online by administrators of non-profit client service deals and the county. Surveys conducted in this domain mainly include system accountability perceptions, contract-based interactions, communications, performance contracts, managerial norms, and attitudes. Strategies for replying to agreement relations and performance encounters include diversifying communication relations among the manager, the significance of communication in enhancing actual relations, and issues that enhance effective communication.

Presentation

The article Perspectives of Public and Non-profit Managers on Communications in Human Services Contracting by Carnochan et al. focuses on contact-based coordination challenges in human services. The authors provide innovative research conducted through an online survey of county and non-profit human service managers to detect frequent problems associated with formal and informal managerial communication (Carnochana et al., 2019). The novelty of the article is in the statements formulated in accordance with the survey’s results conducted on a cross-sectoral basis, which is not common. It enables to division of the complex concept of communication into a set of actions, such as identifying needs and goals, negotiating contract terms, developing solutions, and others.

Furthermore, the outlined parts of the process can be reflected from the perspective of challenges associated with them, which is useful for finding the ways to resolve issues, which are also indicated in the article in detail. From a long-term perspective, the examined work enables a further discussion of challenges with communication in human services contracting, while conducting similar surveys can be helpful for tracking progress toward achieving optimal contract relationships.

Despite the fact that the research conducted and described in the article is broad and detailed, it is possible to outline an area deprived of the attention it deserves. Timeliness and balance of flexibility and consistency are the two determinative parts of the complex process of communication, while such points as strategic planning, training, and coaching and mentoring were omitted (Carnochana et al., 2019).

Therefore, it can be recommended to conduct intervention research to discover the dependency between the mentioned activities and cross-sectoral communication. Personally, I learned some of the crucial points of the contracting process from the perspectives of both non-profit and public companies’ managers.

Concepts

1. Communication – the act or process of using words, sounds, signs, or behaviors to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else (Merriam-Webster’s Online Dictionary, n.d.).
2. Contracting – a binding agreement between two or more persons or parties (Merriam-Webster’s Online Dictionary, n.d.).
3. Survey – a question or a series of questions in order to gather information about what most people do or think about something (Merriam-Webster’s Online Dictionary, n.d.).
4. In this article, the authors conduct a cross-sectoral survey comparing county managers and non-profit managers. Do you agree with choosing these two groups of participants for the research, or could any other representatives involved in the contracting process have been preferred?
5. What is more significant for the communication process regarding issues managers are struggling with, timeliness or clarity of communication?
6. What can be other problems impacting a strong contractual relationship that were not outlined in the article?

References

Carnochana, S., McBeath, B., Chuang, e., & Austin, M. J. (2019). Perspectives of public and non-profit managers on communications in human services contracting. Public Performance & Management Review, 42(3), 657-684. Web.

Merriam-Webster. (n.d.). Abacus. Meriam-Webster. dictionary. Web.