英國留學(xué)生公共財(cái)政方面英語碩士課程作業(yè)范文格式參考-Chester Aid to the Homeless: How far does their funding influence their se

英國留學(xué)生公共財(cái)政方面英語碩士課程essay范文格式參考-Chester Aid to the Homeless: How far does their funding influence their service?

 

 

現(xiàn)有的缺乏營(yíng)銷戰(zhàn)略定位導(dǎo)管可能會(huì)損害其品牌建設(shè)和可持續(xù)融資能力。英國政治dissertation范文因?yàn)榫捉篮蚾sbornn指出（咀嚼和osbornn，2008），隨著越來越多的愿望和金融資源從其他機(jī)構(gòu)的出現(xiàn)，他們發(fā)現(xiàn)很難建立戰(zhàn)略地位區(qū)別于其他組織提供類似的服務(wù)。注意這是一個(gè)必要的要求，在通常被忽略的策略的導(dǎo)管設(shè)計(jì)的過程，尤其是當(dāng)它已經(jīng)不再收到環(huán)圍欄的資助。追逐資金用途灌輸商業(yè)模式為卡西的原有的社會(huì)價(jià)值的文化，把巨大的挑戰(zhàn)，在管理的過程。所有這些因素都將影響它的使命。

 

 

Existing deficient marketing strategy of positioning in CATH could damage its sustainable brand building or funding ability. As Chew and Osbornn pointed out (chew & Osbornn, 2008), with more and more aspiration for resources and finance appearing from other institutions, they find it hard to set strategy position differentiating from other organization offering similar services. Much attention put to this is a necessary requirement embedded in the process of designing strategy which is usually ignored by CATH, especially when it has no longer received ring-fenced funded. Purpose of chasing funds instills a business model into CATH's original social-valued culture, putting huge challenge in the process of management. All these factors will sway it from its mission.

 

 

According to Chew and Osbornn, the defects in CATH's marketing strategy lie in the fact that there is no common acknowledged marketing model for charity till now(Identifying the Factors That Influence Positioning Strategy in U.K. Charitable Organizations That Provide Public Services,2009),. The traditional business model studied often finds unfit to match that in the charity due to different driven facts, strategy process and marketing roles. Through consciously developing strategic position focusing on its unique public service, CATH can overcome this vulnerability. 

 

 

The external environment of the British charities is fragile where government restricts financing to them. Roger stated in his theses(Charity, Philanthropy, Public Service, or Enterprise: What Are the Big Questions of Nonpro?t Management Today?,2007) that as the ring fenced fund was eliminated, CATH is vulnerable to be business oriented caring about the efficiency and effectiveness like some other modern non-public organization that transfer them to run business in fund driven attitude. Moreover, management in the charity is often contains bureaucracy with top-down style operating structure in it for a long time. This structure rather than those flat one tends to concern a lot about the budget and ignore the traditional philanthropy towards the public which is actually the competitive elements among the non-profit and voluntary institutions. More caring showed to the target during the service is the main value should be hold by the charity organization.#p#分頁標(biāo)題#e#

 

 

Another fragile of CATH lies in the engagement of employees. High quality employees are necessary in CATH. It is high demanding to provide the public service that is in line with its vision. The qualified staffs in CATH play a pivotal role in ensuring the organization function well and reach mission. Without enough funds, the trained employee will leave and recruitment plus training needs additional money, which produces a vicious cycle. Additionally, the leaving of some managers also poses some threats to the organization’s culture changing or structural stability.

 

  

The cancellation of government’s ring-fenced fund will, on the other hand, challenges the Human Resource function running in CATH. As raising funds become a prerequisite role after the new government practice, recruiting staffs that possess the skills of attracting funds is an additional task facing the organization. As British charities usually do not establish special HR department and have little experience in the domain, more effort and time will be put on this to improve it.

 

 

However, charity's strategic mission has not changed over these years despite the vibrant changing environment around it,according to Chew and Osbornn (Identifying the Factors That Influence Positioning Strategy in U.K. Charitable Organizations That Provide Public Services,2009). CATH aims to provide unique public service to keep people off the street and give them access to decent education thus prevent repeating homelessness. This combined with its culture shapes a strategic positioning contributing to differentiate it from other private organizations spontaneously. 

 

 

Thus, it is difficult for CATH to deal with such constant changing external environment as it usually provides service which needs powerful finance from the government when referring to Rober’s perspective(Are Public Service Nonpro?t Boards Meeting Their  Responsibilities2009). For example, the accommodation, both temporary and long-term prepared for the homeless, the education resources to make them independent and prohibiting people on the street, all those charity activities and projects needs financial backbone. The mission of CATH would be impaired to some extent if they began to promote or campaign for funds. Besides, both internal and external communications are crucial in the process of changing. The unrelenting mission of public service emphasized should be passed down to the floor-layer staffs that are responsible for execution. So should it be understood by the public. Through this way, CATH can retain its original reputation and mission of serving with caring and philanthropy, not falling into the trap of profit-oriented. Only maintain its original features and values can CATH earn an edge of other competitive.

 

 

Reference

Roger A.(2007), Charity, Philanthropy, Public Service, or Enterprise: What Are the Big Questions of Nonpro?t Management Today? Public Administration Review.

 

Celine C., Stephen P. O, Strategic Positioning in UK Charities that Provide Public Services: Implications of a New Integrating Mode', Public Money & Management.

 

Celine C., Stephen P. O (2009), Exploring Strategic Positioning in the UK Charitable Sector: Emerging Evidence from Charitable Organizations that Provide Public Services ,British Journal of Management, Vol. 20, 90–105 

Robert D.(2009),Are Public Service Nonpro?t Boards Meeting Their  Responsibilities? Public Administration Review

Celine C., Stephen P. O (2009), Identifying the Factors That Influence Positioning Strategy in U.K. Charitable Organizations That Provide Public Services, Vol 38, 129-50