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a voice in management decisions, goals, values, and ac‐ tivities; and they can share in pro�ts. This is a very popu‐ lar form of for-pro�t organization (McNamara, 2007).

For-pro�t businesses rely on a formal structure with a rigid hierarchy to accomplish their goals. A president or chief executive o�cer oversees the business by imple‐ menting strategic goals and objectives; working with the board of directors in governance; supporting operations; overseeing design, marketing, promotion, delivery, and quality of the product or service; managing resources; presenting a strong community image; and recruiting in‐ vestors (McNamara, 2007). The hierarchy branches out from there to include vice presidents who specialize in the various aspects—marketing or promotion, human re‐ sources, operations, sales, �nances, and so on—of the business. Assistants work directly under the vice presi‐ dents, and so it goes until one arrives at the employees working on the assembly line putting the product to‐ gether or selling the service to consumers. In addition to the hierarchy, customers are sought after, and hopefully retained, to continuously purchase the product or use the service provided (McNamara, 2007). Investors are relied on to buy stock in the business, or in the case of sole pro‐ prietorships, to fund the business until a pro�t is gener‐ ated. In the end, the results are the pro�ts yielded from the sales of the product or service. These pro�ts may be distributed among the investors or reinvested back into

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