The changing environment makes daily operations for nonprofit entities increasingly difficult. Some challenges include the emergence of the NDIS, competition from other sectors and from organisations in the nonprofit sector, and more rigorous regulations. Meeting these challenges involves making changes in nonprofit organisation, structure, leadership and organisational processes. Performance is more essential than ever; thus, fulfilling commitments is challenging for the NPOs. NPOs must learn constantly so that they acquire knowledge from business sector companies. By precisely defining their goals, they increase the likelihood of success in the accomplishment of their mission. Acquiring new software and specialised knowledge in other fields also enables them to use models and solutions to implement methods of the business sector for long-term existence, better performance, and sustainable success. These changes found their way into the nonprofit sector from the business sector through the public sector, where methods of new public management were introduced.
The actual situation on the ground is that change management models, methods and processes currently in existence, were developed for-profit/business organisations. Therefore, should NGOs and NPOs decide to transition from traditional NGOs to social enterprises, they will have no other alternative but to use the same models like those of profit organisations (which do not necessarily help them in the process of change, as these two types of industries seek different goals).
the concept of change management
Although many individuals may naturally know what change management is, they, however, experience some challenges in conveying to others what it really means. Thus, the concept of change management is attached as a Google slideshow. However, in thinking about how to define change management, it is important at this juncture to provide a clear distinction between two related concepts – change management and project management. Below are their similarities and differences.
• Both project management and change management support moving an organisation from a current state to a desired or future state. Project management, however, focuses on the tasks required to achieve the project outcomes; whereas change management focuses on the people impacted by the change.
• Both concepts require moving an organisation from point A to point B. Project management outlines it step by step, including the change of processes, systems and/or job roles. Change management, however, outlines the steps needed to help individuals impacted by the change to adopt the new way of doing their jobs.
• Both project and change management are needed every time that processes, systems, organisation structures or job roles are altered. Project management, however, in this instance, would focus on deploying needed resources in a structured manner to implement the given solution, whereas change management would focus on helping each individual impacted by the change to make a successful transition, and grasp what is required by the proposed solution.
Change management tools and techniques
Change management refers to the processes, tools and techniques used to manage the ”people side” of change in order to achieve required business outcomes. How change management models, initially developed for-profit/business organisations, can effectively be applied in NPOs. Below is a Google slideshow to assist you to develop a possible change management model that is tailored to your organisation NGOs or profit and which can successfully assist it in managing change initiatives.
Process that focuses on the organisation and not the individual, although it provides the individual with an opportunity to learn, acquire, and develop new knowledge. In the nonprofit sector, the choice of how to develop different capacities depends on stakeholders’ interests as they have different preferences and different reasons to support organisational development initiatives. Datanova Digital Business Solution Architects who work as facilitators together with nonprofits in fields where it is necessary—namely, in various areas of interventions in the nonprofit organisations such as people carrying out the projects, staff and organisation leaders.
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