NEED IN 15 HOURS DISCUSSION

Reply to my Classmate’s Discussion by discussing other solutions to the conflicts your classmate presented and explain your position on executive salaries. (Minimum of 300 Words)

Discussion 2 (Kawanna) There are several conflicts that may arise between funder demands and the need to hire the "best" managers in a nonprofit organization. The two conflicts I chose, compensation and experience (who really knows the job), are:

Conflict One: The amount of remuneration that can be paid to management staff may be restricted by funders. This may make it more difficult for the company to draw in and keep highly qualified applicants. It could be necessary for nonprofit organizations to pay competitive salaries in order to draw in bright people with the training and expertise required to successfully lead and run the organization. Funders, however, could be hesitant to pay for these increased salaries since they might think they are exorbitant or superfluous. This is where compensation comes in. The only curious finding is that hospital CEO pay is more strongly and inversely related to a greater percentage of revenues from public payers than the fraction of revenues paid out in the form of uncompensated care (Balsam & Harris, 2018).

Conflict Two: experience (who really knows the job) Funders may place restrictions on the amount of compensation that can be provided to management staff, which could make it harder for the business to attract and retain highly qualified candidates. Nonprofit organizations may need to offer competitive compensation to attract individuals who possess special experience, skills, and knowledge that can lead and manage the organization. However, because they might consider these higher salaries to be extravagant or unnecessary, funders would be reluctant to cover them.

Funders could have preferences or requirements for the kind of experience and knowledge that management personnel should possess. These specifications, meanwhile, could make it more difficult for the company to select the most qualified applicant for the job. For instance, a funder can insist that a nonprofit employ a manager with a certain amount of experience or skill set, even though the ideal applicant might not satisfy these requirements. When situations arise like these, it is hard for organizations to hire the best person for the job. A nonprofit’s operating funds that are donor- restricted might represent, for example, an advance payment on a grant or contract to cover some service that it has not yet performed. The organization has not yet incurred the expenses that the payment was intended to cover, and the money must be set aside until it has (Worth, 2023).

The need to recruit and retain highly skilled management personnel and the constraints placed on them by funder demands collide in each of these disputes. Nonprofit organizations must carefully manage these tensions by striking a balance between hiring the best personnel to run and lead the organization and meeting funders' expectations. It

can be difficult to reconcile expectations from funders with the requirement for nonprofit organizations to hire the "best" managers, but there are a number of tactics that can be used to do so.

Building trusting connections with funders can be a good strategy to resolve disputes arising from the employment of top management. Leaders of nonprofit organizations can maintain regular contact with funders, giving them updates on the organization's activities and asking for their opinions on important choices. Nonprofit executives may be able to negotiate better conditions for the employment and pay of management staff by developing a connection with funders.

In conclusion, a nonprofit organization must take a proactive and deliberate approach to addressing conflicts that arise between the needs of funders and the requirement to select the "best" managers. Nonprofit leaders can design a course of action that strikes a balance between the objectives and mission of the organization and the expectations of its funders by establishing rapport with funders, presenting a strong case for management investment, looking into alternative funding sources, and taking alternative compensation models into consideration.

References

Balsam, S., & Harris, E. E. (2018). Nonprofit executive incentive payLinks to an external site.Links to an external site.. Review of Accounting Studies, 23(4), 1665– 1714. https://doi.org/10.1007/s11142-018-9473-zLinks to an external site. Kramer, J., & Santerre, R. E. (2010). Not-for-profit hospital CEO performance and pay: Some evidence from ConnecticutLinks to an external site.Links to an external site.. Inquiry, 47(3), 242–251. https://doi.org/10.5034/inquiryjrnl_47.03.242Links to an external site.

Worth, M. J. (2021). Nonprofit management: Principles and practices (6th ed.). SAGE Publications.

Reply to my Classmate’s Discussion by discussing other solutions to the conflicts your classmate presented and explain your position on executive salaries. (Minimum of 300 Words)

Discussion 2 (Kawanna) There are several conflicts that may arise between funder demands and the need to hire the "best" managers in a nonprofit organization. The two conflicts I chose, compensation and experience (who really knows the job), are:

Conflict One: The amount of remuneration that can be paid to management staff may be restricted by funders. This may make it more difficult for the company to draw in and keep highly qualified applicants. It could be necessary for nonprofit organizations to pay competitive salaries in order to draw in bright people with the training and expertise required to successfully lead and run the organization. Funders, however, could be hesitant to pay for these increased salaries since they might think they are exorbitant or superfluous. This is where compensation comes in. The only curious finding is that hospital CEO pay is more strongly and inversely related to a greater percentage of revenues from public payers than the fraction of revenues paid out in the form of uncompensated care (Balsam & Harris, 2018).

Conflict Two: experience (who really knows the job) Funders may place restrictions on the amount of compensation that can be provided to management staff, which could make it harder for the business to attract and retain highly qualified candidates. Nonprofit organizations may need to offer competitive compensation to attract individuals who possess special experience, skills, and knowledge that can lead and manage the organization. However, because they might consider these higher salaries to be extravagant or unnecessary, funders would be reluctant to cover them.

Funders could have preferences or requirements for the kind of experience and knowledge that management personnel should possess. These specifications, meanwhile, could make it more difficult for the company to select the most qualified applicant for the job. For instance, a funder can insist that a nonprofit employ a manager with a certain amount of experience or skill set, even though the ideal applicant might not satisfy these requirements. When situations arise like these, it is hard for organizations to hire the best person for the job. A nonprofit’s operating funds that are donor- restricted might represent, for example, an advance payment on a grant or contract to cover some service that it has not yet performed. The organization has not yet incurred the expenses that the payment was intended to cover, and the money must be set aside until it has (Worth, 2023).

The need to recruit and retain highly skilled management personnel and the constraints placed on them by funder demands collide in each of these disputes. Nonprofit organizations must carefully manage these tensions by striking a balance between hiring the best personnel to run and lead the organization and meeting funders' expectations. It

can be difficult to reconcile expectations from funders with the requirement for nonprofit organizations to hire the "best" managers, but there are a number of tactics that can be used to do so.

Building trusting connections with funders can be a good strategy to resolve disputes arising from the employment of top management. Leaders of nonprofit organizations can maintain regular contact with funders, giving them updates on the organization's activities and asking for their opinions on important choices. Nonprofit executives may be able to negotiate better conditions for the employment and pay of management staff by developing a connection with funders.

In conclusion, a nonprofit organization must take a proactive and deliberate approach to addressing conflicts that arise between the needs of funders and the requirement to select the "best" managers. Nonprofit leaders can design a course of action that strikes a balance between the objectives and mission of the organization and the expectations of its funders by establishing rapport with funders, presenting a strong case for management investment, looking into alternative funding sources, and taking alternative compensation models into consideration.

References

Balsam, S., & Harris, E. E. (2018). Nonprofit executive incentive payLinks to an external site.Links to an external site.. Review of Accounting Studies, 23(4), 1665– 1714. https://doi.org/10.1007/s11142-018-9473-zLinks to an external site. Kramer, J., & Santerre, R. E. (2010). Not-for-profit hospital CEO performance and pay: Some evidence from ConnecticutLinks to an external site.Links to an external site.. Inquiry, 47(3), 242–251. https://doi.org/10.5034/inquiryjrnl_47.03.242Links to an external site.

Worth, M. J. (2021). Nonprofit management: Principles and practices (6th ed.). SAGE Publications.