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Management article
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Reference no. 87109
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1987

Abstract

Without a system to measure goals and performance, managers of nonprofits often mistakenly continue with projects that no longer serve organizational goals or start activities of questionable usefulness just because there''s money in the till. They tend to fear accountability and think that systemizing their organization will take the romance out of their mission. But only when nonprofits institute and rigorously maintain a system of standards will they become purposeful, effective, and efficient.

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Abstract

Without a system to measure goals and performance, managers of nonprofits often mistakenly continue with projects that no longer serve organizational goals or start activities of questionable usefulness just because there''s money in the till. They tend to fear accountability and think that systemizing their organization will take the romance out of their mission. But only when nonprofits institute and rigorously maintain a system of standards will they become purposeful, effective, and efficient.

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