OUTLINE 1
Integrative Learning Project: Full-Sentence Outline
Laynie Gottsch
School of Business, Liberty University
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Table of Contents
Abstract............................................................................................................................................3
Full-Sentence Outline......................................................................................................................4
Introduction......................................................................................................................................4
Organizational Setting.....................................................................................................................4
Integration of Chapter Concepts......................................................................................................6
Process Monitoring: Goals..........................................................................................................6
Productivity..................................................................................................................................7
Strategy........................................................................................................................................7
Project Management....................................................................................................................8
Analyzing Data and Taking Action..............................................................................................9
Innovation..................................................................................................................................10
Six Sigma and Lean...................................................................................................................11
Customer Value..........................................................................................................................11
Conclusion.....................................................................................................................................12
References......................................................................................................................................14
Appendices....................................................................................................................................17
Appendix A................................................................................................................................17
Appendix B................................................................................................................................17
Appendix C................................................................................................................................17
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Abstract
This paper provides an assessment of how operations management applies to Sarkeys Foundation
and nonprofits in general. Specific ways for organizational improvement are discussed, including
process monitoring, productivity, strategy, project management, data analysis, innovation, Six
Sigma, and customer value. A close study of operations management reveals that there are many
feasible solutions to common nonprofit woes. Organizations should consider implementing
several critical operations management techniques to find success.
Keywords: operations management, process monitoring, productivity, strategy, project
management, analyzing data, innovation, Six Sigma, customer value
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Full-Sentence Outline
Title: Integrative Learning Project: Sarkeys Foundation
Topic: Nonprofit organizations and operations management.
Specific purpose: To integrate concepts from the textbook into operational management
scenarios via a close look into Sarkeys Foundation, a nonprofit funder.
Thesis statement: There is room for process improvement in every organization, and Sarkeys
Foundation is no different.
Introduction
Attention material: Getting paid to give away money sounds fun, but is there more to it than
meets the eye?
Credibility material: Working for a private foundation for the last four and a half years has
given me an inside look into what process improvements could provide overall organizational
improvement.
Thesis statement: The design and structure of nonprofit organizations, specifically Sarkeys
Foundation, can be shifted for efficiency and better service.
Preview: Nonprofits are notorious for functioning on bare bones, but even without adequate
funding, there are some operations management techniques that can aid these organizations in
effective service to their clientele.
(Transition: First, it is worthwhile to understand the good work done by Sarkeys Foundation.)
Organizational Setting
I. Explanation of Sarkeys Foundation.
A. Mission of Sarkeys: improve the quality of life in Oklahoma.
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1. Any organization that can reasonably argue they are improving the
quality of life in Oklahoma can apply for grant dollars from the
foundation. Grant subject areas focus on social services to disadvantaged
people groups (foster care, homelessness, criminal legal reform).
2. Things that distinguish Sarkeys from other local funders is its ability to
fund statewide and the fact that it isn’t family run, like most local
funders.
B. Sarkeys Foundation’s internal and external customers.
1. Internal customers are the foundation’s board and staff.
2. External customers are nonprofits headquartered in the state of
Oklahoma.
II. My personal value to Sarkeys Foundation.
1. As a Program Officer, my job makes up the bread and butter of Sarkeys’
functionality. Program Officers visit organizations and help them
throughout the granting process.
2. In terms of paperwork, I issue follow-up requirements to ensure all
money is used in the way dictated by the grant contract.
3. Finally, I serve as the foundation’s in-house editor for all
communications.
III. Sarkeys Foundation: A secular organization aiding hundreds of Christian nonprofits in
achieving their missions.
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1. Sarkeys is intentionally not religiously based, but the organizations that
receive funding are almost entirely religious, simply due to the religious
propensity of the state of Oklahoma as a whole.
2. Sarkeys’ only requirement for religious organizations to receive funding
is that a proclamation of faith is not required for clients to receive
services.
(Transition: It is worth considering how the work of Sarkeys Foundation and other similar
nonprofit foundations fit into operations management.)
Integration of Chapter Concepts
I. Process Monitoring: Goals
A. Discussion regarding how nonprofits address, measure, and attain goals (Kwon,
2023).
1. There is a great necessity to structure programs in a way that is likely to
meet goals.
2. There is a necessity to create clear and quantifiable goals.
a. Ambiguous goals harm program outcomes.
b. Creating clear, quantifiable goals helps organization better monitor
their processes; it is impossible to know if the program meets its
goals if the goals cannot be monitored.
c. Tie goals into Meredith and Shafter (2023) text.
B. A primary piece of any nonprofit’s processes is advocacy, and it is crucial to
understand how to productively advocate for a nonprofit’s client’s needs (Mosley
et al., 2023).
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1. Goals, tactics, and motivation are used to define successful advocacy for
nonprofit organizations. This deep dive into these topics fits nicely into
the Meredith and Shafter (2023) text.
2. Successful advocacy is the root of change implementation and
advancement for the clients served by nonprofits.
II. Productivity
A. Measuring productivity within the nonprofit sector is of great interest to both
nonprofit service providers and funders like Sarkeys. Understanding how to
measure productivity matters (Martin & Franklin, 2023).
B. Non-Profit Institutions Serving Households (NPISH) is a sector of nonprofits that
is outpacing the economy in terms of growth in GDP and GVA.
1. Understanding and measuring GVA growth is important for nonprofits
because so much of nonprofit work is found outside of GDP, like
volunteers’ time.
2. Nonprofits generally contribute to GVA growth at a higher rate than
GDP growth.
C. Connections with Meredith and Shafer (2023).
III. Strategy
A. Strategy is important for any business, but when operating on razor thin margins
like nonprofits do, strategy becomes a critical component of staying afloat.
1. Sometimes, using partially complete services or products can be an
effective strategy, so nonprofits must understand when this works and
when it does not (Zhang et al., 2022).
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2. Implementing the use of partial completion into nonprofit strategy
hinges on precision and a deep understanding of clients and client needs.
B. Another strategy often implemented in the use of social platforms to communicate
with clients (Yue et al., 2023).
1. The way top executives engage with social media is well-studied to
understand the impact of certain engagement types on business strategy.
2. Nonprofit leaders must use social media to communicate and grow
social spheres of influence, rather than simply for information
dissemination.
C. Human resources are yet another strategy nonprofits can employ (Oliveria et al.,
2021).
1. Many variables influence governance, which influences strategy, which
influences human resources policies, which circles back around to
influencing governance.
2. All variables create a large, codependent circle. Improving any piece of
the circle improves the whole organization.
3. A strategic focus on human resources is the pinnacle of progress for
nonprofits.
D. Connections with Meredith and Shafer (2023).
IV. Project Management
A. Nonprofit projects require a great deal of cooperation and teamwork, especially in
the international arena (Mikovic et al., 2020).
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1. Some nonprofit projects succeed and some fail, and the missing link in
the failures seems to be coordination, cooperation, and social capital.
2. Nonprofits notoriously lack or mismanage social links and necessary
resources to effectively reach the most vulnerable within their service
areas.
3. There is a great integrated model nonprofits can use to engage
stakeholders and promote solutions to some of the most common issues
nonprofits experience in project management.
B. Agile and Lean are other successful methodologies for handling project
management among nonprofits (AbuKhamis & Abdelhadi, 2022).
1. One of the biggest hurdles with implementation of these methodologies
among nonprofits is simply lack of knowledge by nonprofit executives.
2. Nonprofits that successfully implement these methods were found to
have better overall project monitoring and project success due to the
ability to properly assess ongoing project performance and make timely
adjustments.
C. Connections with Meredith and Shafer (2023).
V. Analyzing Data and Taking Action
A. To analyze data and take action, it is often necessary to re-envision the role of big
data (Sandberg et al., 2022).
1. A long-time criticism of big data is that it lacks value and contextual
significance, which leaves one to wonder its role in nonprofits.
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2. Big data statistically creates inequities, so its role must be revised if
nonprofits hope to use it to serve vulnerable populations.
3. Research shows a new framework can be applied to big data to produce
equity and justice.
B. Connections with Meredith and Shafer (2023).
VI. Innovation
A. The common idiom ‘perception is reality’ holds true for innovation among
nonprofit organizations (Brimhall, 2021).
1. Nonprofits with staff that perceive they are valued are not only more
committed to the work they do, but they are also more innovative.
2. To have innovative advantages in the nonprofit arena, organization
executives must make their staff feel included and necessary.
B. Nonprofits must be innovative to experience growth (Richardson & Kelly, 2023).
1. Nonprofits that fail to innovate truly fail the clients they serve.
2. Innovation and the growth it creates are indicators of the competitive
advantage that is critical for nonprofits.
C. Just as the Brimhall (2021) research shows, human resources are a critical driver
of innovation within nonprofit organizations (Ronquillo et al., 2021).
1. Employees who have job flexibility and place importance on their work
are naturally better innovators.
2. An organization’s reputation impacts employee buy-in, which in turn
influences innovation.
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3. Organizations with good reputations that are well known for their
service and product quality are more innovative.
D. Connections with Meredith and Shafer (2023).
VII. Six Sigma and Lean
A. Six Sigma and Lean Six Sigma are keys to overcoming management challenges in
nonprofit organization (Juliani & de Oliveira, 2021).
1. Nonprofits already function on slim budgets, but times of economic
crisis make financing the mission exceedingly difficult.
2. Lean Six Sigma improves nonprofit organizational processes and
programmatic outcomes, especially in times of economic crisis.
3. Lean Six Sigma provides a starting point for cost-effective
implementation of organizational improvement, thus improving
outcomes for clients and the organization’s mission.
B. Connections with Meredith and Shafer (2023).
VIII. Customer Value
A. Creating customer value in a service-oriented arena is crucial for nonprofits to
achieve their missions (Klafke et al., 2023)
1. Nonprofit organizations must establish a service-dominant approach to
fundraising to create customer value.
2. Fundraising activities must integrate ideals of both donors and clients.
a. Religious organizations should cater fundraising activities to
religiously oriented donors.
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b. Human service organizations should cater fundraising activities to
high-empathy donors.
c. Political organizations should cater fundraising activities to
politically invested donors.
3. There are five types of interactions that promote fundraising activities
and create value for nonprofit clients and donors alike; nonprofits must
lean into these activities.
B. In the same vein, there is a distinct gap between nonprofit clients and donors
(Mitchell & Clark, 2022).
1. This gap exists because it is nonprofit staff who engage with donors, so
there are rarely touchpoints between donors and clients.
2. Best customer value dictates the need to bridge the gap, and digital
communication could be the solution.
3. Innovation in communication via digital engagement can serve as a
point of connection between donors and clients.
C. Connections with Meredith and Shafer (2023).
Conclusion
Summary statement: In conclusion, though nonprofit organizations are wrought with
difficulties and puzzles, there are some strategic ways to implement new structures and
technology that would alleviate some managerial stress.
Recommendations for Sarkeys Foundation: Sarkeys Foundation should take an introspective
look and seek to implement each of the strategies discussed.
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Concluding remarks: Sarkeys is well positioned within the nonprofit arena to make not only
internal adjustments, but also to help nonprofits in Oklahoma implement similar changes.
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References
AbuKhamis, F., & Abdelhadi, A. (2022). A critical analysis of agile and lean methodology to
fulfill the project management gaps in nonprofit organizations (NPOs). Applied Sciences,
12(11), 5467. https://doi.org/10.3390/app12115467
Brimhall, K. C. (2021). Are we innovative? Increasing perceptions of nonprofit innovation
through leadership, inclusion and commitment. Review of Public Personnel
Administration, 41(1), 3-24. https://doi.org/10.1177/0734371X19857455
Juliani, F., & de Oliveira, O. J. (2021). Lean six sigma in the public sector: Overcoming
persistent management challenges. The Quality Management Journal, 28(2), 58-75.
https://doi.org/10.1080/10686967.2021.1886022
Klafke, R., Barrios, A., & Didonet, S. R. (2023). Service encounter and value co-creation in
fundraising activities at the NPO sector. The Journal of Services Marketing, 37(7), 851-
861. https://doi.org/10.1108/JSM-06-2022-0211
Kwon, S. (2023). Does goal ambiguity influence the program structure of nonprofit human
service organizations? International Social Work, 66(4), 1064-1079.
https://doi.org/10.1177/00208728211062003
Martin, J., & Franklin, J. (2023). Fuller measures of output, input and productivity in the non-
profit sector: A proof of concept for the United Kingdom. International Productivity
Monitor, 44(44), 34-66.
Meredith, J. R., & Shafer, S. M. (2023). Operations and Supply Chain Management for MBAs
(8th ed.). Wiley.
Mikovic, R., Petrovic, D., Mihic, M., Obradovic, V., & Todorovic, M. (2020). The integration of
social capital and knowledge management - the key challenge for international
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development and cooperation projects of nonprofit organizations. International Journal
of Project Management, 28(8), 515-533. https://doi.org/10.1016/j.ijproman.2020.07.006
Mitchell, S. & Clark, M. K. (2022). Rethinking nonprofit service disintermediation through
service communication interactions. International Journal of Service Industry
Management, 33(4). 758-773. https://doi.org/10.1108/JOSM-10-2021-0401
Mosley, J. E., Suarez, D. F., & Hwang, H. (2023). Conceptualizing organizational advocacy
across the nonprofit and voluntary sector: Goals, tactics, and motivation. Nonprofit and
Voluntary Sector Quarterly, 52(1), 187-211. https://doi.org/10.1177/08997640221103247
Oliveira, M., Sousa, M., Silva, R., & Santos, T. (2021) Strategy and human resources
management in non-profit organizations: Its interaction with open innovation. Journal of
Open Innovation, 7(1), 1-21. https://doi.org/10.3390/joitmc7010075
Richardson, S., & Kelly, S. J. (2023). Nonprofit boards in pursuit of innovation for growth:
Views from the frontline. Nonprofit and Voluntary Sector Quarterly.
https://doi.org/10.1177/08997640231189457
Ronquillo, J. C., Popa, A., & Willems, J. (2021). Toward an understanding of the role of human
resources in cultivating a climate for innovation in nonprofit and public organizations.
Voluntas (Manchester, England), 32(5), 1126-1138. https://doi.org/10.1007/s11266-021-
00325-x
Sandberg, B., Hand, L. C., & Russo, A. (2022). Re-envisioning the role of “big data” in the
nonprofit sector: A data feminist perspective. Voluntas (Manchester, England).
https://doi.org/10.1007/s11266-022-00529-9
Yue, C. A., Men, L. R., & Hart, E. B. (2023). “Chief engagement officers?” A comparative study
between US corporate and nonprofit executive leaders’ social media communication
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strategies. Nonprofit Management & Leadership, 33(4), 879-892.
https://doi.org/10.1002/nml.21551
Zhang, C., Atasu, A., & Ramachandran, K. (2022). Partial completion as a nonprofit strategy.
Manufacturing & Service Operations Management, 24(6), 2962-2981.
https://doi.org/10.1287/msom.2021.1031
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Appendices
Appendix A
Sarkeys Foundation fiscal year 2023 financial reports
Appendix B
Sarkeys Foundation investment policy
Appendix C
Sarkeys Foundation bylaws
