The culture of an international non-profit organisation Essay

The close of an international non-profit organisation - Essay ExampleThis essay using the cultural web analyzes the culture of a non-profit (referred to here as Company X). Company X is a not-for-profit organisation founded in 1981 in the United States as a charity aimed at improving the lives of children and families. Over its 20 years the companys mission has narrowed to or become more specific targeting early childhood like and education, childrens rights and grassroots community development. Company X is currently headquartered in California in the United States but has a presence in quintuple continents as follows Africa Kenya, Zimbabwe and Ghana Asia India and Nepal Europe Norway, South America Chile and North America the U.S. Company X primarily obtains its operating resources from individual and corporate donations preponderantly from within the US. To supplement this funding, Company X owns and runs two exclusive pre-schools in California that have of an enviable wa itlist as well as four opposite high cost pre-schools in the same show. Over and above this, the non-profit has offered and continues to offer consultancy services on early childhood care and education at truly competitive rates to other non-profits, for-profit corporations and even goernments such as the government of Singapore, Ecuador and even the state of California as another source of funding. The local chapters in Africa and Asia have wholly been dependent on obtaining slices of the US funding pie to sustain their programs. ... To supplement this funding, Company X owns and runs two exclusive pre-schools in California that boast of an enviable waitlist as well as four other high cost pre-schools in the same state. Over and above this, the non-profit has offered and continues to offer consultancy services on early childhood care and education at very competitive rates to other non-profits, for-profit corporations and even governments such as the government of Singapore, Ecu ador and even the state of California as another source of funding. The local chapters in Africa and Asia have wholly been dependent on obtaining slices of the US funding pie to sustain their programs. However, with the global time out of 2008 hitting the US funding base, Company X has been pushing for heads of its global chapters to source for local funding to sustain their programs. Company X has been implementing this slowly over the last three years through activities such as the following. First it has instituted greater controls, monitoring and reporting over all funds disbursed. Then it demanded that separately chapter develop their own five year strategic plan which will show how they will increasingly source their own funding. Thirdly, from 2009 Company X cut back its funding by 10 to 15 per cent depending on their projections over which local chapters had better odds of fundraising depending on the economic condition of that host country. The bother though is that to d ate none has successfully fundraised. With the economies of Europe and America, poor for the former and sluggish for the latter, the typical donors that Company X relied on have tightened their purses as they conservatively weigh their own investments. This coupled with the rising economies of