Nonprofit organizations face complex problems in managing resources on
a continuing basis because their funding sources differ greatly in structure
and predictability. Case studies of four nonprofit social service agencies,
representing key theoretical dimensions from models of organizational
behavior, show how the agencies relate to different funding sources and
manage the challenges they present. Donations and government Junding
vary in their predictability and in the scope of management work they
demand; such funding contingencies impede strategic planning and can
drain other organizational resources. Funding relationships involve gov
ernment agencies and nonprofit organizations in a system of mutual
dependence.
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