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Non-Profit Agency Strategic Management

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Abstract

Development of human capital is essential for bringing about national development and a well-educated workforce is essential for nations wanting to compete effectively to maintain and enhance living standards. However, development of human capital is even more significant for Qatar because only a well-educated and skilled workforce can help provide a bright future for the nation after the depletion of the nation’s fossil fuel reserves. Qatar Foundation for Education, Science and Community Development, a non –profit foundation established in 1995 on the personal initiative of the Emir of Qatar Sheikh Hamad Al Thani, has presented a significant contribution towards stimulating education, learning, research and community development in Qatar and the region around Qatar. Qatar Foundation is leading Qatar’s drive to become an advanced knowledge-based society, like Taiwan, Singapore and Japan, to try to deliver a better future for Qatar after depletion of the nation’s proven natural resources. This discussion presents an examination of Qatar Foundation strategy, which unlike a for-profit organisation emphasises benefits rather than profits.

Contents

  • Introduction
  • Theories and Strategies Adopted by Qatar Foundation
  • An Analysis of Qatar Foundation Strategy
  • The Organisational Fit for Qatar Foundation Strategy
  • Choice of Strategy for Qatar Foundation
  • Conclusion
  • Bibliography/ References

List of Figures

  • Figure 1: Strategy Dimensions for Non-Profits
  • Figure 2: Strategic Workforce Planning Processes that Use Input from all Qatar Industries and Public Sector Departments to Develop Qatar
  • Foundation Strategy

List of Tables

  • Table 1: Services provided by the Qatar Foundation Social Development Centre in the year 2008
  • Table 2: Research Grants approved by the Qatar National Research Fund for the Year 2007 –2008

Introduction

A non-profit organisation refers to an organisational form, which does not entitle its founders to a share in the profits generated by the organisation (Jegers, 2008, Pp. 7 – 8). However, it is important to understand that the term ‘non-profit’ does not necessarily refer to ‘no-profit’ (Schaefer, 2004, Pp. 269 – 270). All organisations, regardless of whether they are profit-oriented organisations or non-profit organisations need funds to operate and to realise their mission. This means that even the non-profit organisations are entitled to generate funds to help achieve their objectives and fulfil the reason for their existence, but the ‘non-distribution constraint’ prevents prohibits the distribution of periodical surpluses between members and the institution. Non-profit organisations retain accumulated wealth within the organisation to utilise any operating surpluses to further the mission of the non-profit organisation (Schaefer, 2004, Pp. 269 – 270). Thus, according to Schaefer (2009), although both for-profit and non-profit organisations pursue financial objectives, the non-profits are additionally motivated to promote the intangible objectives and values of their organisation.

Non-Profit Agency Strategic Management

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