United Way Worldwide chooses new CEO

Representative bureaucracy theory posits that the passive representation of women in leadership positions will lead to active representation of the concerns of women in general. This article attempts to identify whether this theory plays out on boards of nonprofit funding organizations, specifically United Ways across the United States. Using random effects modeling of interrupted time series data covering 15 years, the findings suggest a small yet significant nonlinear effect of women in leadership positions on boards upon the size of funding for women- and girl-serving organizations. This partially supports representative bureaucracy theory, but raises questions as to why there is a negative representational effect past a certain “critical mass” of women.

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How Two World-Class Service Organizations Implement Principles of PDKA—Royal Mail and The United Way of Middle Tennessee

Knowledge-Driven Profit Improvement ◽

10.4324/9780138749661-17 ◽

2019 ◽

pp. 213-218

Author(s):

Monte Lee Matthews

Keyword(s):

Service Organizations ◽

United Way ◽

World Class ◽

Middle Tennessee

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Applying Market Research to a Service Organization: A Case Study of the United Way of Greater Richmond, Virginia

Proceedings of the 1986 Academy of Marketing Science (AMS) Annual Conference - Developments in Marketing Science: Proceedings of the Academy of Marketing Science ◽

10.1007/978-3-319-11101-8_111 ◽

2014 ◽

pp. 478-478

Author(s):

Dennis R. McDermott

Keyword(s):

Market Research ◽

Service Organization ◽

United Way

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The Effects of United Way Membership on Employee Pay in Nonprofit Organizations

Nonprofit Management and Leadership ◽

10.1002/nml.11104 ◽

2000 ◽

Vol 11 (1) ◽

pp. 35-48 ◽

Cited By ~ 6

Author(s):

Steve Werner ◽

Robert Konopaske ◽

Gretchen Gemeinhardt

Keyword(s):

Nonprofit Organizations ◽

United Way

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Fundraising in Human Service Nonprofits

Encyclopedia of Social Work ◽

10.1093/acrefore/9780199975839.013.157 ◽

2013 ◽

Author(s):

Kirsten A. Grønbjerg

Keyword(s):

At Risk ◽

Human Service ◽

Driving Force ◽

Government Funding ◽

Charitable Contributions ◽

United Way ◽

Private Foundations ◽

Public Charities ◽

Tax Exempt ◽

Corporate Contributions

Of the 1.6 million tax-exempt organizations registered with the IRS in August 2016, about one fourth are human service nonprofits, including about 290,000 charities with about $230 billion in total combined revenues. In 2016, human service public charities (excluding private foundations) received an estimated $47 billion in charitable contributions. This represents 12% of all charitable contributions, according to the Giving USA Foundation, and is about 21% of the combined revenues reported by the more than a quarter million registered human service public charities. While government funding is a major driving force for human service charities, philanthropic funding clearly is important as well. Securing such funding requires solid understanding of the fundraising process and dedicated time and effort, however. Moreover, competition for donations (and fundraising expertise) appear to be growing across the board, with donations from individuals, United Way, and corporate contributions most at risk for human service charities.

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Management Training and Development in a Nonprofit Organization

Public Personnel Management ◽

10.1177/009102609302200103 ◽

1993 ◽

Vol 22 (1) ◽

pp. 37-42 ◽

Cited By ~ 5

Author(s):

Richard A. Cosier ◽

Dan R. Dalton

Keyword(s):

Private Sector ◽

Nonprofit Organization ◽

Nonprofit Sector ◽

Management Training ◽

Training And Development ◽

United Way ◽

Private Sector Organizations ◽

United Way Of America

Management training and development (MTD) is frequently discussed in the context of private sector organizations. However, recent examples of excellent management in nonprofits attest to MTD programs in the nonprofit sector. The MTD program conducted by the National Academy for Voluntarism (NAV), the training arm of United Way of America, is discussed in this paper. The components and philosophy of the NAV program may serve as a model for other nonprofit MTD programs. Two surveys suggest the NAV program is well received by the participants and their sponsors.

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