The Ethics and Responsibilities of the Not-for-profit Manager

Abstract

This article explores "not-for-profit" as a management concept and how the not-for- profit organizational environment differs from that of for-profit business endeavors. The fragmented not-for-profit human service system is unlike the profit sector's feedback system of checks and balances. The interrelationships between components of the former are often conflicting and difficult to balance. Specific managerial principles and skills, seen in the profit system as "sound business practice," require significant modification for successful adaptation in the not-for-profit human serv ice environment. Quality peformance by human service institutions requires crea tion of the essentials of a system which defines performance in terms suitable to that environment and application of these performance-based criteria in a manner which provides balance between mission and profit.