Article Summaries and Analysis

Article Summaries and Analysis

Article 1

In the article Comparing Stewardship Across Faith-Based Organizations, Schneider (2012) details a comparative study of 81 faith communities and faith-based organizations in the United States and their findings, which revealed that systems were generalizable across localities and religions although they emerged from religious cultures that were adapted to fit the U.S. system. According to the research, most faith-based organizations acted and operated based on the values and beliefs of the supporting faith or religion such as “justice” “and charity” (Schneider, 2012, 518); however, this was not a prerequisite for faith groups to offer support. Sometimes, organizations relied on networks between of individuals and organizations within the faith community and among nonprofits that guide the individual organizations. Still, an evolving culture within the founding faith community shaped stewardship strategies for faith-based organizations. Various religions (Evangelicals, Jews, Catholics, Mainline Protestants, Quakers, and African American Christians) organized stewardship in three ways: congregational, institutionalized, and network.

The article is important in public administration because it helps understand stewardship of faith-based organizations and leadership principles and approaches common to individuals and communities. Stewardship can be defined as taking care of something such as property or organizations. Various religions can sponsor specific institutions such as schools, hospitals, and rehabilitation centers. If a particular religion dominates a specific area in terms of sponsoring such institutions, it is likely that people served by those institutions are familiar with the values of that religion; the rate of attachment to values might be even higher if individuals are socialized by the institutions from a young age. However, it is vital to note that some religions may somehow be similar to secular nonprofits. Depending also on the degree of control, institutions can be liberal or strict. Public administrators can adapt to the reigning values of the people served by common faith-based organizations. Also, leaders of organizations can first determine how value systems and beliefs have evolved within an organization for easy time in leadership, and to determine how to network and work under different sponsoring umbrellas.

References

Schneider, J. A. (2012). Comparing Stewardship Across Faith-Based Organizations. Nonprofit and Voluntary Sector Quarterly, 42(3) 517–539.

Article 2

In the article The Many Faces of Nonprofit Accountability, Ebrahim (2010) details why and how nonprofits become accountable. He argues that organizations are usually not motivated to be accountable, and that external pressures drive them to be accountable. A nonprofit can be a membership-based organization, a service-delivery nonprofit, or an advocacy network. Accountability by these organizations may be manifested in their efforts to uphold “transparency,” “justification” for actions, and “compliance,” and “sanctions” tend to follow shortfalls in these areas: these are the “four components of responsibility” (Ebrahim, 2010, 3). The most accountable organizations are those that meet the needs of stakeholders. Organizations may be accountable in terms of finances, governance, outcomes, and mission. The three types of nonprofits may relate differently to members and stakeholders, and the actions and withdrawal of clients and members might have little or strong impact, depending on type of nonprofit. As nonprofits operate, they can self-regulate and participate (interact with stakeholders), and while some are compliance-driven, others are strategy-driven.

The article is relevant in public administration because it reveals the characteristics of accountability mechanisms. Aspiring public leaders can determine what form of leadership and management approach they would like when they lead, and other readers can also determine what leadership approach would be appropriate when they become employees and stakeholders. People driven by values are likely to be internally driven and less driven by external pressures such as disclosures and payment of taxes. Some organizations make disclosures to attract funding. It is vital for leaders to determine the extent to which they are motivated by needs of stakeholders, particularly members and clients. It is vital to build confidence in values and beliefs, rather than funding and legal requirements. That way, leaders are likely to encourage internal sense of pride and participation of stakeholders. Even when leaders and organizations may incline to self-regulation, they should adopt strategic measures to meet goals, solve problems, and attract resources.

References

Ebrahim, A. (2010). The Many Faces of Nonprofit Accountability. Harvard Business School.

Article 3

In the article States, NGOs, and International Environmental Institutions, Raustiala (1997) illustrates how nongovernmental organizations have been gradually participating in activities that were traditionally considered as the prerogative of the state, and how these have enabled states to expand and regulate. This is contrary to what most people expect, that the state sovereignty will be threatened and that nongovernmental organizations will dominate the international politics. The high participation of such organizations, and the consequent inclinations of states towards cooperation with such organizations stems from the “complexity and severity” and “increased awareness” on various issues (Raustiala, 1997, 720). According to the author, NGOs have a comparative advantages and resources, and governments tend to offer good incentives, hence greater cooperation. The environmental sector has seen increasingly greater cooperation between states and NGOs, with the number of NGOs being very high. These NGOs participate in international environment-based discussions, say at the United Nations. They receive accreditation, although international bodies desire to reign on NGOs, limit access, and require them to serve as constituencies so they can be efficient.

The article is important because it reveals the nature of cooperation between NGOs, and state actors. It is evident that states understand the significance of NGOs, but desire to create efficiency in the sectors that NGOs operate. While it is important to ensure that outcomes match the desires of state-actors, it is vital to take care of different types of stakeholders, who might include business NGOs. Public administrators need to determine the control that states have on NGOs, and determine how they can empower them to reach their goals. Also, they can reduce politicking that can impede the work of these organizations. Indeed, they can lower government regulations relating to funding, taxes and membership. Thus, the article is vital for understanding how governments can relate and support nongovernmental organizations in the environment sector and other sectors.

References

Raustiala, K. (1997). States, NGOs, and International Environmental Institutions. International Studies Quarterly 41, 719–740

Article 4

In the article Environmental Activism, NGOs and Development, McRae seek to examine some intermediary relationships built through NGOs, and the more distant support relationships that native groups create with international environmental NGOs. They recognize the reasons for emergence of NGOs, including opportunism, necessity of development, and limiting the intrusion of modern state institutions. Some NGOs originate from communities, while others are created by governments, international aid groups. NGOs, may be grassroots organizations, extension of government agencies, or international organizations that seek to provide development assistance to less developed nations. Their distinctions mean that they have different power structures and distinct relations. The differences in origins of NGOs translate into dissimilar ways of organization, engagement, staffing, and membership. Regardless, most of them seek to improve the social welfare of people, and comprise mostly young, middle class, high educated, concerned and committed people. environmental NGOs especially seek to reduce human activities that destroy ecosystems. They research and advocate for better management approaches. Regions might be motivated by different reasons in environmentalism, such as preservation, development, production, and distribution.

The article is important in public administration because it recognizes the growing NGO sector, and the interactions between NGOs. It underscores the need to determine the orientation of NGOs to make them better. Since they emerge from entity or population, an ordinary NGO engages reflects its origins. Leaders who recognize the vital role of NGOs should be aware of such origins and determine their commitment to various stakeholders. Also, leaders of NGOs should use such information to determine the level of commitment to the mission, success principles, and stakeholders. That way, both public officers and leaders of the organizations can fashion strategies that help the organization balance the interests of the stakeholders while sticking to the core mission. The article helps learn about the influence of NGOs in the environmental sector, and how they can be made better.

References

McRae, G. Environmental Activism, NGOs and Development.

Article 5

In the article Immigration Detention and Faith-based Organizations, Snyder, Bell & Busch-Armendariz (2015) detail the outcomes of a study in which they explored the responses of FBOs to immigration detainees. They conducted twenty in-depth interviews with volunteers and staff members of FBOs analyzed field notes taken during participant observation. They found that FBOs are active in providing services to immigration detainees and resources to them, but the detainees found challenges revolving around access and limited activity. They concluded that FBOs should be expanded and enhanced to do more work in the field; this is especially necessary because the U.S. government engages in practices that disadvantage detainees, such as abrupt transfer, a lack of communication to their families, expensive communication, resistance to change even with passing of policy, discrimination of detainees, and verbal and physical abuse that makes them live in fear.

The article is important in public administration because it underscores the significance of faith-based organizations in alleviating the conditions of detainees. It underscores the need for greater government commitment to the physical and mental health of detainees and the elimination of government procedures that complicate the work of volunteer and charity groups. The government can put up initiatives that truly help reduce costs of maintaining detainees. Officials can reduce transfer and assess the health of detainees regularly, while avoiding punishment, threats and exposing detainees to health risks. At the same time, the government can support faith-based organizations, which are likely to inculcate values among detainees and officials who take care of them. That way, officials are likely to report incidents of abuse, conflict of values, and violation of rights. They are likely to collaborate with social workers in improving the plight of detainees. Indeed, they can help chart treatment plans for psychologically troubled and sick people. in public administration, it is vital to know where the government fails to correct its wrongs and bad policies.

References

Snyder, S., Bell, H., & Busch-Armendariz, N. (2015). Immigration Detention and Faith-based Organizations. National Association of Social Workers.