Managing a non-profit organization: directors' views from the top Public Deposited

http://ir.library.oregonstate.edu/concern/graduate_thesis_or_dissertations/k643b556f

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  • This research is based on in-depth interviews with 10 women directors of nonprofit organizations in New York City. Each director identified as feminist, or worked for a feminist-identifying organization that existed to meet the needs of women in New York City. The intention of this study is to examine how women directors manage their organizations on a daily basis. Four overarching themes emerged from the research that connected each of the 10 directors: leadership, power, communication, and conflict-resolution. Each director discussed how each topic influenced the climate of the non-profit that they worked in, and each offered interpretations of the role of each category in the overall success of the organization. The most striking theme that emerged, however, was that women were evaluating existing methods for running an organization and redefining, rather than recreating, the models in use to adapt to a feminist environment. This was especially central to their use of power: rather than rejecting power that came with the position, they were instead finding ways to share power that strengthened the organization. Future research should include more in-depth studies with not only the director of non-profit organizations, but also with the entire executive staff, program staff, support staff, and clientele served. Research should also expand to other organizations within the U.S. and internationally to truly understand the ways in which women interact with each other.
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  • description.provenance : Approved for entry into archive by Anna Opoien(anna.opoien@oregonstate.edu) on 2011-08-16T19:47:47Z (GMT) No. of bitstreams: 1 BarpMeghanE2006.pdf: 445996 bytes, checksum: 85c0c3a4b361daf918b93b35d1a4b2d7 (MD5)

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