The Non Profit Organizations Challenges

Published Date: 02 Nov 2017

The purpose of serving a public or mutual benefits and therefore enjoys special treatment under the law. Nonprofit Organizations contrary to their name can make a profit but can't be designed primarily for profit-making. Non-profit organization can make profit; the profit it earns must be used toward the core missions of the organization and not towards any personal benefits (Kearns, 1994).

Non-profit organizations have become an important figure in the equation of the daily life of the peoples over the entire world and in achieving justice, stability and communication between the community and the different communities. This importance is for individuals and groups form the word third partner and it used as a common term which expresses the role of non-profit and its role.

Non-profit organizations have become as a partner for the public sector and the private sector in all the details of daily life and play a major role in the public sector, the private sector and the society.

The main role of non-profit organizations with the public sector is as follows: observing the government's performance, supporting the public sector in poor countries and emerging, serving as a mediator between the society and the public sector in many tracks, monitoring community problems in ways that are logic and scientific, quick contribution to solving emergent problems in the society.

The role of non-profit organizations with the private sector could be concluded as follows: observing the rights of workers in this sector, serving as a mediator between the donor, funder and society, preventing the private sector in society against bad sides, organizing entertainment and developmental activities for organizations and coordinating between the public sector and the private sector (Helmut K. 1992)

On other hand, LEWIS (2008)indicates that, the roles can be done with the societal sector which could represent the society before the public sector and the private sector, balance in the relations between the public and private sectors and the society, participation of society in development processes and societal development, encouraging uniformity and consistency among the various segments of society, encouraging the community to work together through the organization of volunteer work, supporting poor societies in affaires relief, standing in front of the predominance of the private sector, youth employment through volunteer work, raising community’s awareness of societal issues and local and international problems and contributing and supporting learning and research projects.

Non-profit organizations have become an active partner in the development across countries and contributing mainly in strengthening international relations and cultural exchange amongst peoples, and confirming the value of volunteer work interactively between peoples and nations.

Non-profit organizations have become a basic figure in the political equation locally, regionally and internationally. For this purpose, most parties worldwide support one or more of non-profit organization, in Germany as an example, The greater parties like the Christian Democrats , Christian Social, Christian Socialist Party and the Green Party support non-profit, and the German government in turn supports such organizations as representation in parliament because of the importance of these organizations.

Non-profit organizations play a role from the small village and the surroundings around it, and end up as a key player in international politics.

Helmut K. (1992),There are different definitions and classifications of non-profit organizations such as, Union of farmers, Syndicates, Charitable organizations , Human rights associations, women and children, Animal welfare organizations, Organizations which provide services on the basis of age or gender, religion or geographical scope and organizations affiliated to political parties, Political parties are also a non-profit.

There is an unlimited variety of forms, models, structures, sizes and targets of each of non-profit organizations. And despite the growing importance of non-profit organizations, it is still rare and suffers from shortage of research studies in this framework.

Non-profit organizations activities may be described as, relief activities, support of scientific research and higher education and post-graduate education, management of volunteer work, cultural exchange, supporting emerging on-profit organizations, supporting democracy and governmental organizations, supporting the culture of transparency and anti-corruption and supporting small and micro projects.

With the development of the activities of these organizations and increasing its importance, there have been many challenges and problems and constraints, for example political problems, legal problems, dictatorships, volunteer management, employment of human resources, strategic planning and funding problems.

The international NGOs in the US have grown by 6% annual growth rate during the last half century (Union of International Association data). In 1960s, the majority of the registered NGOs were religiously affiliated including Catholic Relief services and Lutheran World Relief, or serving at specific countries, like Romanian Welfare and the Near East Foundation.

In developing countries, Non-governmental organizations located in developing countries are improving, too. According to some cross-sectional surveys about the activities of NGOs in the developing world, after Barr (2005), Fafchamps and Owens (2009) have surveyed NGO sector deeply in Uganda. The huge majority of NGOs achieved lower revenue. After checking 199 responses, four great international NGOs gain half of the revenue, the NGO’s average revenue is $274,000, and the median’s average is $22,000. the allocation of funds received from overseas sources (international NGOs, bilateral donors) goes mostly to the large NGOs, on the other hands, more than 50 percent of the funding of small NGOs depends on membership fees, business income, local fund raising.

The most important challenges facing the management of non-profit organizations are represented in the characterization of non-profit organizations. Strategic planning is one of the most important challenges facing non-profit organizations, also non-profit organizations facing difficult constraints and challenges on biological and multiculturalism aspects. There are also difficult challenges in the management of volunteers and staff and how they attract a professional team in under the lack of financial resources and low salaries. The political problems are almost destroying the non-profit organizations; therefore, the political stability is the main reason for the success or failure of non-profit organizations. It is important that those organizations develop a plan for marketing and customer relationships to increase donors and continue their relationship.

Literature purpose is much important in focus and answers the question, "How will anon-profit organizations accomplish its goals?", or "What steps do non-profit organizations intend to take to accomplish the goal?" one of the most important events facing non-profit organizations is the importance of the tools and mechanisms to overcome these challenges through research events that illustrate the importance of non-profit and that the consequent impact of these challenges on the work performance of non-profit organizations.

Literature Review will cover the following aspects of challenges:

Strategic Management Challenges, Strategic performance measurement and management in non-profit organizations is an essential for growth and development.

Culture Challenges, The culture within the non-profit organizations and the culture of the society and its look towards those organizations is one of the key challenges which facing non-profit organizations and reflected on their performance.

Human Resources Challenges, The human resource challenge is the most significant because the personnel are the architects and agents of the services.

Political Challenges, Organizations seeking to make a positive difference in the world face many kinds of legal and politic issues and often find themselves subject to a thicket of regulation that can at times be difficult to penetrate.

Marketing Challenges, Non-profit organizations began to use marketing techniques in profit organizations to face competition for funding and the need to increase financial resources.

This research field or topic still needs more research and study until to learn the successful experiences of these organizations in different countries.

Strategic Management Challenges:

Strategic performance measurement and management in non-profit organizations is an essential for growth and development. Financial measurements only are not enough to enhance and assess mission achievements since it concentrates on financial measures only, including donations, expenditures, and operating expense ratios; therefore, additional performance and management approach has been described in this topic.

In addition, creating long time value cannot be determined through financial measurements only; also, financial success is not seen as important as the efficiency and effectiveness of meeting the needs of their communities.

Accordingly, a new performance management model has been introduced by Kaplan (1999), this model is called Balanced Scorecard and it is designed for the private sector and organizations. This system assists the financial measurements throughout three other measures: learning and growth, customers and the internal process. The idea of the balanced scorecard has been emerged as a result of the inability of the financial accounting model to monitor changes in the economic value of the company’s intangible assets including customer acquisition and retention, skill, motivation, employees competencies, information technology and innovative products and services. The balanced scorecard has helped the companies that use it to achieve incredible performance enhancement through applying new strategies swiftly and efficiently.

There are two perspectives that performance can be measured through, the internal process perspective and scorecard customer perspective.

The internal process perspective assesses the operating performance (quality, cost, cycle times), through which operating expenses can be reduced, and value to customers can be delivered. Moreover, the internal process perspective evaluates the innovation process comprising creating new products and services.

Also, learning and growth of organization are measured through retention, capabilities, employee motivation and the capabilities of the information system.

The scorecard’s customer perspective assesses value proposition, which refers to the capability of the organization to create value for its targeted customers.

In addition, the organization’s performance with the targeted customer and market segment are measured by the scorecard’s perspective as well, this usually occurs through outcome measures like customer profitability, customer retention and new customer acquisition.

Role for Strategy in a Non-profit Balanced Scorecard:

Strategy is absolutely important in a nonprofit balanced scorecard, but the most important is to understand and define strategy correctly, moreover, it is noticed that too many of the nonprofits have seen strategy as a list of programs and initiatives while it should mainly focus on achieving the expected results and outcomes.

When strategy is being set, participants always collect a wish list rather than desired goals and outcomes.

Michael Porter (Porter, 1996) states that strategy is about what not to do in addition to what to do.

The chief professional officer of the United Way of Southeastern New England (UWSENE BOARD AND BALANCE SCORECARD, 2008) defined the strategic options faced by his organization in three main choices: donor-focused, agency-focused, and/or community focused.

None of these strategies is totally inefficient, each one contains expected positive results; however, each one has some risk at the same time, Many United Ways switch strategies just to satisfy specific community needs for valid reasons, but then are stunned when their agencies and donors disagree.

According to the belief that if the donor gets satisfied, he or she will stay donating, this has made UWSENE decided to be a donor-focused organization.

Quantifying and measuring a strategy help reducing any possible vagueness or misunderstanding of the objectives and methods.

Elevating the Role of Customers:

Financial success is not a primary objective for the organization; therefore, the financial perspective should be placed after the customer perspective in the balanced scorecard.

The mission objective in a nonprofit organization should comprise the organization’s long term objectives, including poverty reduction, illiteracy, malnutrition, homelessness, disease, pollution, or discrimination.

Accordingly, the objectives should be arranged and directed toward achieving these objectives specifically.

The accountability matter differs between the private sector and the nonprofits, while the accountability in the private sector is between it and the shareholders and its owners, consequently, financial measures are put at the top of the scorecard, on the other side, in nonprofits, the accountability is between it and the society; therefore, the mission objectives are placed at the highest priority of the balanced scorecard before the financial measures.

Kong (2010), Moreover, the customer in the nonprofits is different from the customer in the private sector, since in the private sector the customer is the one who pays for the service and receives the service at the same time, so we cannot separate them form each other; while there are two customers in nonprofits, the donor who provides the financial resources (the party that pays for the service) and constituencies (the one party that receives the service), the customer is the one who pays or the one receives? Actually, both of them are customers and they have been treated equally in the balanced scorecard (donor perspective and customer perspective).

The following are some of nonprofit organizations and how they developed their Balanced Scorecard:

New Profit Inc

New Profit Inc (NPI) is venture capital philanthropic fund Kaplan and Elias, (1999) based in Boston.

NPI introduced a new model to fill the gap in the efficiency and activity of the capital market.

Vanessa Kirsch, NPI founder has articulated three principles to direct the fund’s investment strategy (Kaplan and Elias, 1999, p. 3):

Choose scalable organizations: The fund would search for social entrepreneurs who had proven track records and were trying to develop their organizations. Use of performance-based design: benchmarks that are based on measurable performance criteria have been set by the supported organizations and NPI, according to these criteria and benchmarks, both of them will be accountable, and Fund dispersal decisions will depend mainly on achieving organizations goals. Employ active life cycle investing and monitoring: multi-year investments are of the highest priority to the fund, moreover, technical and management assistance are provided by NPI so the organization grows effectively. NPI is usually anticipated to occupy board seats on its portfolio organizations.

The Balanced Scorecard was used by NPI to assess the performance of its portfolio organizations; according to Kelly Fitzsimmons (Kaplan and Elias, 1999, pp. 8–9), the scorecard presents a general reference point for its stakeholders: "The scorecard supports all our stakeholders for creating social creativity and social returns. Accordingly, the boards, investors, fund managers, foundations, and social entrepreneurs can gather all their resources to be utilized in the exact ways to strategic purposes."

NPI also requested from its portfolio organizations to build up their own Balanced Scorecards to express how they add to NPI’s mission for growth, scalability and social impact.

The scorecard was used by Kirsch (Kaplan and Elias, 1999) as the main communication way to the board of directors and funders.

It was noticed by one of the board members that the Balanced Scorecard helps the board to be updated rapidly about all ongoing issues all over the organization, starting from the balance sheet issues to other matters involving people and their knowledge; moreover, discussions will focus on both how much money was raised and how the money will be spent.

Lastly, the Balanced Scorecard was helpful for NPI to offer a very attractive product-leadership value proposition to prospective investors, an exceptional performance management system for accountability to donors, a system that would assist fund managers finding the best opportunities for investing, and a structure for active portfolio management to enhance their performance against stated objectives.

Culture Challenges:

The culture within the non-profit organizations and the culture of the society and its look towards those organizations is one of the key challenges which facing non-profit organizations and reflected on their performance.

Cultural Competence: A Multidimensional Concept

Cultural competence measures the intractability of the firm with the changes in the society and culture around the NGO; one of the changes is the change in customer values and behavior, and the capability to use this knowledge to achieve meaningful business practices (Joutsenvirta and Uusitalo, 2010).

Cultural competence is considered an important competitive resource, in other words, more solid and unique resources means stronger position the firm will have in the market if compared with its competitors (Barney, 2001).

Cultural competence is supposed to affect business performance, including financial and non financial sides (Uusitalo, 2008).

An empirical analysis, about the cultural competences used in the industry, was conducted to investigate the shared cultural values in a debate between Greenpeace and the global forest industry StoraEnso (Joutsenvirta, 2006).

The study concentrated on different ways by which the two parties agreed and disagreed on the contested issues, they intended to be efficient and convincing in their communication.

A cultural competence was found by StoraEnso-Greenpeace which was the capability to be aware of changing consumer preferences and values.

One more cultural competence that we understood from the StoraEnso–Greenpeace debate was the organization’s ability to be aware of and utilize the general thoughts concerning expertise and knowledge. We see it as the exploitation of the culturally determined positions of expertise.

To summarize, gaining an expert position in the debate is a significant cultural competence for each party of the debate, for the industry in addition to the civil society organizations.

Cultural market orientation means the ability of an organization to realize consumer preferences and value changes.

According to cultural competencies ideas, ethically competent companies must take initiative in recognizing value hang and exerting efforts to lessen harmful and debatable effects.

One of these competencies is the ability of the organization to provide an atmosphere of community and trust in the relationships with the main stakeholder-customers, staff, and commercial partners, in addition to the public.

There are modern types of cultural competences that are required in business globally. They include the capacity to set up a dialogue with consumers and stakeholders, also to understand their cultural background, in addition, cultural competence includes the know-how, language skills, moral competencies and communication competencies (Johnson et al., 2006).

Cultural market orientation was the first significant competence through which we can measure the sensitivity of the business firms to the changes of the consumer perceptions and preferences.

The next competence was the capability to make use of the expertise of each one and also to understand other parties’ expertise during the debate.

The last competence found was the capacity to establish and maintain trust and trustworthiness among the community.

It was found in this study that mastering and retaining these three competencies together is not easy at all for firms and NGOs.

According to our results, the three cultural competencies are very important for business, nonprofits, public policy and civil society organizations that want to advance a general cause.

In the meantime, the overall industry is not seen to have the enough competences to deal with worldwide audiences and swift-working media.

Beyond Diversity and Multiculturalism

Facing structural racism is one of the most complicated jobs that any leader may need to solve; the reasons are, in fact, complicated; many white staff considers racism as individual wrongdoing and meanness; this has made it difficult to discuss with them the racism issue.

Structural racism indicates practices, procedures, policies, and the social culture of institutions which is the most important (Greene, 2007).

Structural racism needs more support from the institutions and more cultural nurturing.

Delivering undoing racism training is very important for all staff in order to address the structural racism; the following are recommendations to handle this issue:

The trainers should be prepared with a power analysis, moreover, meaning that they should move further than racism just as discrimination is based on the skin’s color. They also have to educate that it is understandable that racism imply that those who encounter prejudice according to not only skin’s color, but also have power, and control access to power is based on skin’s color.

The trainers must concentrate on general, organizational and institutional symptoms of racism other than stressing on racism seen in interpersonal relationships. The trainers should focus heavily on the phenomenon of white culture and its existence in organizations.

Trainers are also required to be capable of teaching the relation between poverty and racism. Trainers must be aware of global understanding of racism.

Golden (2005) suggests that when choosing trainers, it is better for the teams to be diverse, multiracial and multicultural since one person cannot handle all the issues.

The leadership of the organizations has to permanently reflect its dedication to the process to every employee by maintaining an honest discourse tone through openly acknowledging tensions.

The most important role of the leader in an organization which is anti-racist institution is to establish an atmosphere of inclusiveness so an environment of participation prevails.

Managers have to be aware that multiple entry level staff is required to support cultural sensitive social work practices.

Managers have to admit the fact that almost all organizations, schools of social work, and the majority of society indicate the values of this "normative" group, and accordingly learn to reveal and recognize white-centric bias. This awareness indicates the need for extra training in addition to the desire to hold people responsible for making the changes occur, just as one may do for other organizational goals.

Greene, (2007) the ideal teamwork exists when the majority of staff are trained on how to handle conflicts, respecting each other’s point of views and differences and to be ready to work simultaneously not side by side.

The role of the supervisor is to develop and retain staff of multiple colors; moreover, it is commonly known that people quit their work because of supervisors.

Reflections on cross in Multicultural organizational development efforts

It was found that most organizations have various work forces; however, most do not act as or try to become seriously multicultural or inclusive (Jackson and Hardiman, 1994).

An important component of all Multicultural Organizational Development (MCOD) is staff development that recognizes oppression and discrimination, organizational development and change, theories and practice of adult learning, and their own attitudes and behavior toward themselves and others dissimilar from themselves (Cross, 2000).

The favored consultant team in MCOD practice shows various social identity memberships, mostly race and gender, regularly sexual orientation, in addition to others. Consulting in cross-cultural teams can create trustworthiness and establish credibility by stressing on the social identities of multiple organizational members and providing genuine voice to their experience. It also can exhibit the anticipated outcomes of MCOD interventions by modeling a valuable cross-race, cross-gender mutual working partnership. The partnership role requires a personal willingness to work on one’s personal issues and committing oneself to continued personal growth in social justice and diversity (Ramos and Chesler, 2010).

Suggested recommendations for better results toward multicultural organizational development, Be open-minded and genuine with each other, inform mistakes, and stay focused and positive under all circumstances (Brazzel 2007).

The difference in experience and expertise of every partner must be accepted, trusted and appreciated.

Social identities/backgrounds have personal and professional differences,

The meaning and its effect on organization members and partnerships has to be communicated in addition to allowing the chance for them to inquire about it.

Organizational members should be motivated to deeply consider their and others’ oppression and advantages.

One should be ready to indicate that consultants that hold corporate experience already acquire ability and practical knowledge, also the rule that the theoretical and conceptual knowledge are obtained only by credentialed scholars has to be broken

Organizational Developments (OD) are urged to work in cross cultural, mutual partnerships showing world diversity and workplace.

The inner culture and the accumulated experiences in the society are one of the important manners in the performance of the non-profit organizations (Joutsenvirta and Uusitalo, 2010). That the culture of diversity and other acceptance which needing to training and rehabilitation of the non-profit organizations to increase the other acceptance and tolerance (Greene, 2007), Also, the role of the administration is important in the culture diversity, other acceptance and leaders of organizations (Golden, 2005).

As well as supporting cultural practices that support the acceptance and tolerance in the acceptance of diversity. Therefore, the organizations must working to development the cultural diversity and overcome diversity, gender, race and social level towards achieving social justice. (Ramos and Chesler, 2010)

Human Resources Challenges:

The development agencies pay great attention to Human Resource Development (HRD); once the subject of management is discussed, however, a contradiction generally occurs upon discussing this subject, since it is said that NGO is not the same and their development context is different and these differences must be taken into consideration, at the same time, the sub-topics and sessions in the training course are almost the same as the majority of management courses (Padaki, 2007).

Accordingly, these differences must be examined and to be dealt with innovatively; however, the development sector should take the initiative in addressing this issue.

The human-resource perspective:

Brand management is ignored because marketing itself is viewed as a narrow range of activities; nonprofits are basically focusing on fundraising" (Bishop, 2005).

Preliminary field interviews conducted with Amnesty International (based on the Edelman PR findings) found that despite the organization acquires a high equity brand; executives admit that they do not practice any branding (Quelch and Laidler-Kylander, 2005).

Although nonprofits may not use the term "brand equity", their managers exert energy and expend resources building it, so they can have powerful and well recognized brands.

Five main areas of differences between for-profit organizations and nonprofits are suggested by Oster (1995): human resources, organizational culture, competitive than collaborative approaches, importance of mission and complexity of customers.

Nonprofits are mission driven organizations. They need to have a common shared objective same as for profit organizations.

Success is always determined by only a small number of critical variables. These are always 20 per cent of things that need 80 per cent of attention.

This rule is indeed applied on all and any organized efforts when achieving a specific goal, any enterprise, business, productive endeavor, no matter if it is profit-oriented or non-profit, a company or a voluntary body.

For example, distribution system takes 80% of the soaps and detergents business’s efforts; also the management of working capital is main issue in many services; moreover, customer relation is the main concern in software engineering, and so forth. Most experienced managers of development programs would actually agree that the human resource is the main variable in NGO work.

Human Resource Management in the Nonprofit Sector: eye on brands and brand management. The brands of global nonprofits have been viewed as the new super brands of the world" (Wootliff and Deri, 2001). They are known with the highest levels of trust, and the valuations of their brands are seen like the majority of international corporation brands (Laidler-Kylander et al., 2007).

According to Edelman Trust Barometer in 2009, stating that nonprofits gained more trust than business, government, and media in all surveyed regions, however, Edelman 2009 mentions too that for Asia Pacific: " nonprofits worldwide are the only institutions that gained more than 50% of the informed publics’ trust.

On the other hand, Judd (2004) and others have claimed that nonprofits must have powerful brands same as corporations,

Branding and brand management needs less work than for corporations (Laidler-kylander et al., 2007).

Branding in the for profit sector is defined by Kotler as a name, expression, symbol or design or a mix of these things, which is designed to make goods or services of a seller or a group of sellers noticed and differentiated from those of competitors (Kotler, 1984). Aaker refers to brand as one of the most significant intangible asset of any business and brand equity is "a group of brand assets and liabilities connected to a brand, its symbol and name, that add or deduct from the value given by a product or service to the customers of the firm " (Aaker, 1996). These assets and liabilities can be gathered into five basic categories or variables: brand loyalty, perceived quality, name awareness, brand associations, and other assets (such as trademarks and patents), and can be considered as the drivers and levers that improve brand equity.

Nonprofit Brands, According to recent studies done by Edelman PR, The nonprofits are seen to be more trustworthy to the general public around the world, hold higher brand trust, and potentially greater brand equity when compared with all other categories of organizations (Edelman PR, 2009). The article of nonprofit management praises the great ability of managing the nonprofit brand and the significance of brand equity for nonprofit organizations. The future leaders of nonprofits must have multiple skills to achieve the organizational goals, one of these skills are seen as the most critical is the ability to "setup your organization's brand" (Brunham, 2002). Lastly, professionals like Smillie, believe that the building and development of strong global brands is serious for the future endurance of a lot of today’s major international NGOs (Smillie, 1995).

Cuesta defines a nonprofit brand as: "the emotional perception that is shared among participants and supporters who are connected with the programs and services (that) a nonprofit provides and mentions that the "nonprofit brand is a value chain that supports an organization’s mission to the goals that the board, staff and volunteers establish for participants and supporters.(Cuesta, 2003, p.2).

Sargeant defines brands as a promise to the public that an organization acquires certain qualities or will act in certain ways (Sargeant, 2009).

Brands usually help many international nonprofit organizations for funding, ensuring the security of their staff in the field, allowing internal cohesion, and qualifying the organization for possible future partnerships (Quelch and Laidler-Kylander, 2005).

Human resources are still one of the most important challenges which facing non-profit organizations through the face of fewer elements.

Oster (1995) was point to the importance of cultural and organizational human resources. And "safety" contract comparison between the human resources in non-profit organizations and profit organizations.

The researchers were point to the necessity of continuous training and organizational development of human resources.

Also, Sargeant (2009) was point to that the increasing in confidence in the non-profit is boost the funding which led to increasing in job security and internal cohesion.

Cuesta (2003) was point to that the sympathy with non-profit organizations led to motivating the volunteers to participate in the work of those organizations.

Political Challenges:

Non-governmental organizations (NGO) are considered as ‘life savers’ of the environment. NGOs like Greenpeace, Royal Society for the Protection of Birds and Environmental Defense Fund, Friends of the Earth, Conservation International. They want to be viewed as ‘non-governmental’ and ‘not-for-profit’ so they separate themselves from states and business entities. NGOs would cleanse and care for, purify and combat-often times ring us a bell of the value of the ‘wild’ in our increasingly modern world (Bryant, 2009).

NGOs have "vision" that they hope that we share it with them, they unfortunately face powerful currents that work against them, they acknowledge, charm, disturb and inspire. What NGOs achieve for politics is like what the TV nature programs provide for culture.

The research shows how bad news can be at the same time good news for NGOs. The more complicated the environmental crisis, the more thriving they become as a social player (Bryant and Jarosz, 2004). NGOs have developed in number, size and influence over time (but with growth tailing off (Dowie, 1995).

NGOs are heard in the hallway of political power and the large corporations’ boardrooms.

Greenpeace; Friends of the Earth) are some of the household names in different countries and main stakeholders in international negotiations against issues like climate change and ozone depletion (Newell, 1999).

NGOs are seen as basically concerned with saving "wild" aspects of the biophysical environment including forests and oceans, also, some of the NGOs try to communicate development issues, specifically in the South.

Organizations are not the same; they are measured according to structure, size, philosophy, strategy, aims, and scale of operation, nationality and issues.

Clarke (1998) defines organizations as ‘private, non-profit, professional organizations with a unique legal nature, care about public welfare goals’ (p. 2–3).

NGOs were accused to be self-serving organizations occupied with incorrect and dangerous ideologies; according to Beckerman (1995) radical environmentalism is condemned for its anti-capitalism while discussing the misleading facts of their solutions.

NGOs were purportedly excluding smaller and less powerful NGOs in the South of funding and personnel because they capitalized on international relations and economies of scale to establish worldwide project portfolios (Chatterjee and Finger 1994).

Overall, NGOs were accused to be ‘too close for comfort’ to elites (Hulme and Edwards, 1997).

Scholars reported the complicated methods through which NGOs release messages to the public to structure an issue in a certain way.

A Comparative Look at NGO Influence in International Environmental Negotiations:

Discusses the increasing influence of the NGOs in shaping the international environmental politics; two international cases have been investigated in this article: the negotiations of the Desertification Convention and convention of the Kyoto protocol to the climate convention. Evidences of nonprofits have been gathered in a more consistent and systematic manner which assists researchers examining more deeply the argument that international environmental negotiations are affected by nonprofits.

Corell and Betsill (2001),introduces the framework used in checking and illustrating its utility, the framework was applied to the negotiation of desertification and climate change, by comparing results, a discussion is made regarding explanatory factors that play a role in the variation of NGOs international environmental negotiations.

Three proposed literature weakness on NGOs have been addressed by; identifying which political arena the analysis relate to, clearly defining "influence" and indicating which types of evidence may assist explain influence and discovering the casual mechanisms between NGO activity and influence. This framework depends on the usage of various data types, sources and methodologies.

The analytical framework has been utilized by applying it to two cases; First, this shows how the framework may be exploited in empirical research and, second, illustrates how the framework generates a foundation for more required comparative research on the function of NGOs in international environmental negotiations. According to this analysis, NGO are simply assessed through its effect on the political process.

Three types of evidences were being collected to indicate NGO influence; resources, activity and access to negotiations. Such evidences are about the NGO participation in the negotiation of the international environment to handle two global issues; desertification and climate change.

NGO influence is evaluated in this analysis on the political process, not to decide if NGO’s effect results in greater environmental outcomes of greater environmental problem solving.

A set of indicators has been initially developed for applying the framework to evaluate the influence in each case. NGOs are considered to be influential in a negotiation if they would have been observed doing the following: (1) attendance during the negotiations; (2) giving written information enhancing a particular position (like newsletters, information leaflets, research reports or papers, ) to appropriate government ministries or to the negotiation meetings; (3) presenting oral information defending a particular position (through speeches, seminars or information meetings during negotiation sessions); and (4) communicating certain advice to government delegations during direct interaction.

The discussed cases by Corell and Betsill (2001), clarify the Desertification Convention and the Kyoto Protocol, Hereunder is a brief background about their negotiation.

The Desertification Convention; The Intergovernmental Negotiating Committee on Desertification (INCD) was established to launch a convention and this body met 12 times between 1993 and 1997. The United Nations Convention to Combat Desertification (UNCCD) was completed In June 1994 at INCD-5 (Corell and Betsill, 2001).

Parties agreed on undertaking solid national commitments for realistic action so they can achieve the goals from establishing this convention; especially at the local level, by generating National Action Programs (NAPs) to fight Desertification. The Convention gives suggestions for managing dry land issue in the affected countries to the governments and to donors by giving a framework for cooperation, it is informally known as the "bottom-up approach" between local land users, NGOs, governments, international organizations, funding agencies, and northern donor countries. The assistance in this convention goes mainly for the developing countries which are affected.

In Kyoto, Japan in December 1997, The Kyoto Protocol to the United Nations Framework Convention on Climate Change (UNFCCC) was held. The protocol reacted to comments and concerns that were part of the commitment included in the UNFCCC in 1992.

The commitments have urged industrialized countries to keep their greenhouse Gas (GHG) emissions at 1990 levels, but they were deficient to meet its long-term objective of keeping atmospheric concentrations of GHGs at the same levels. In March 1995, the first Conference of the Parties (COP-1) was held and delegates adopted the "Berlin Mandate," which urged parties to negotiate a protocol by 1997 comprising quantified emissions reduction and limitation goals.

Evidence on NGO Participation; A sum of 187 environmental and social NGOs enthusiastically participated in the process of UNCCD (from INCD-1 to COP-1 (1993-97), the majority of the NGOs. A core group of almost 40 nonprofits were actively joining the meetings, another 30 joined from five to 12 meeting. 40 organizations or more sent representatives to a minimum of two of the AGBM sessions with an average of 100 representatives of NGO environmentalists.

Evidence on NGO Goal Attainment; Three points summarize the social and environmental positions of NGO during the desertification convention: (1) promote the idea of a participatory bottom-up principle in its implementation; (2) clarify the social and economic results of land degradation on residents in affected areas; and (3) "new and further resources" need to be given to the projects concerning dry land management in developing countries that face desertification. Regarding the negotiations of Kyoto Protocols, ENGOs had four basic objectives that Protocol should do as follows (1) industrialized countries are required to minimize their GHG emissions 20% under 1990 levels by 2005; (2) take in powerful evaluation and conformity mechanisms; (3) ban industrialized Parties to fulfill their commitments through trading of emissions and (4) prohibit Parties to obtain credit for emissions absorbed by sinks (ECO Team, 1997).

Effects on Negotiation Outcome; The participated NGOs in the process of UNCCD has succeeded in influencing the last text than were ENGOs that shared in the Kyoto Protocol negotiations. NGOs were able to assure the various references incorporation by motivating and convincing delegates to add and keep a lot of formulations,

The language on the significance of local participation and the implementation of NGO involvement in the convention was obvious.

In both cases, NGOs influenced the negotiating process in ways that cannot readily be observed in the treaty texts.

The initial evaluation after comparing the indicators to the evidences is that NGOs practiced huge influence along the UNCCD process; however, ENGOs exerted less influence in the Kyoto Protocol negotiations. NGOs achieved most of the indicators in the UNCCD case. They communicated written and verbal information to some government ministries and to the negotiation sessions and gave certain advice and dealt with government delegations, also NGOs assisted in framing the negotiating agenda by stressing on the importance of a bottom-up approach to defeat dry land degradation.

ENGOs stated the climate change problem as an environmental dilemma which needs immediate action.

Environmental NGOs achieved some success in framing the negotiation agenda by motivating discussion on emissions trading and sinks, unfortunately they couldn’t have delegates to talk about compliance and analyze mechanisms. In the end, environmental NGOs failed to confirm that their position was mentioned in the last Protocol text.

NGO Influence Variation in International Environmental:

Negotiations; According to the two mentioned cases above, five factors have been identified that may boost or hinder the capability of the NGO to practice influence in international environmental negotiations: (1) history, (2) the nature, (3) shaping of the issue under negotiation; (4) the political opportunity structure; and (5) the NGO profile.

Bryant, (2009) was point to that the non-profit organizations are represent the alarming to keep the structure in our contemporary world, Newell (1999) was point to that the non-profit organizations were interesting about to the issues of climate changing and the ozone layer.

Marketing Perspectives:

Non-profit organizations began to use marketing techniques in profit organizations to face competition for funding and the need to increase financial resources.

The researchers have differed concerning the nature of marketing in these organizations and other aspects such as labels, terminology, terms, customers and market product. Non-profit organizations differ in the use of the application of this terminology, and the management of non-profit organizations is still dealing with the same vision in the management of Marketing Operations, researchers classified "customers" as an essential term, marketing operations as part of non-profit organizations within the framework of non-profit organizations (sponsors - patients - donors - volunteers - employees - members of the government); on other side, some researchers classified customers in non-profit organizations as the beneficiaries of the services and activities of these organizations (Dolnicar and Lazarevski, 2009).

Non-profit organizations developed vision to marketing operations and developed its performance of marketing concepts in these decades and headed to market strategies, and practical tools such as building a mental image of the customers or beneficiaries, determining the competitive advantage of the organization and identifying target customer segments.

Although there is difference in the way of handling between profit organizations and non-profit organizations, but it is still the same effective tools to be used for marketing in both organizations.

However, through a variety of research sequence in 1970s by Kotler (1982) indicating the support importance to application of the same concepts and marketing tools to non-profit organization. In 1979 a research study was published by (Kotler) in order to assess the status of acceptance of marketing concepts in non-profit organizations through acceptability of marketing staff members in those organizations for those concepts and tools.

Kotler (1982) study explained that, those organizations had actually utilized concepts of financial management and accounting professionally, as for the marketing study explained that organizations in this decade had not dealt with the same professionalism in the application and use of marketing concepts. But in the following decades, professional marketing operations began to enter slowly in the concepts of management of non-profit organizations because it has become the survival of these organizations’ activities to continue.

Gonzalez et al., (2002) explained that the adoption of the professional marketing in accordance with the management concepts, and making customer orientation concept, so that the process begins and ends with the customer needs and wants for the continuation of these organizations.

Akchin (2001) tried to determine the status of marketing in non-profit organizations and being linked to public relations, the study explained application of one or more of the functions of marketing without the adoption of a comprehensive marketing strategy. It attributed this to the need of organizations and the type of organization and its activities. The study explained that marketing functions in these organizations included fundraising, public relations, marketing projects, marketing successes, and searching for how to understand and realize the marketing staff in these organizations for professional marketing concepts.

According to Akchin(2001) study, it indicates that 53% of respondents chose to collect donations as a top priority for marketing operations within their organizations, and only 10% pointed to the importance of the application of marketing theories professionally.

Andreasen and Kotler (2003) have developed different marketing strategies for non-profit organizations as indicated to shift to customers and focus on the understanding and study of the needs of customers in order to the best meet their wants and needs.

Dolnicar and Lazarevski (2009) have conducted a study to review the development of marketing operations in non-profit organizations in order to reassess how the application of marketing principles and methodologies and techniques in non-profit organizations as well as to compare the application of marketing principles to assess the differences between a group of country (UK - United States - Australia) and assessment of marketing management structures, and systems of non-profit organizations in those countries. The study explained how to improve the professional marketing operations through improving marketing and awareness customer needs and dividing the market into smaller segments to target campaigns more focused and targeted as well as working in the marketing of a more comprehensive and wider promotion and creating new channels of communication. The study indicated that this development depends on two main points: (1) the interest in work within the framework of the attention and focus on the customer, (2) staff training in marketing in training organizations professionally.

Kotler (1982)was the first to mention the importance of professional marketing in non-profit organization through the succession of research.But Kotler 's first research did not address searching for the actual problems and challenges to marketing operations as part of non-profit organizations.

Also,Akchin (2001) tried to study in depth analysis for all elements of the marketing process for non-profit organizations, and analyzed the marketing staff as one of the most important elements of the marketing process in these organizations, and shifting from the theoretical framework to a practical framework.

Andreasen and Kotler (2003) had studied advanced marketing in those organizations; they analyzed the elements of the marketing process and reached the same result reached by Akchin, namely, the importance of staff training and awareness in marketing in non-profit organizations

The above researchers had not provided a study on the core challenges or comparative studies between marketing in non-profit organizations and profit organizations, and had not provided studies addressing the marketing mix or addressing in depth marketing strategies, researchers have not addressed specialized training program son marketing staff in non-profit organizations, they have not addressed the customer as the basis for marketing operations; also they have not provided sufficient researchers study on market research for customers and classification and identification of types. Despite the fact that there is apressing need for more research in the field of marketing for non-profit organizations.

Conclusion:

Non-profit organizations take a major role in recent years in multiple fields; there is increasing international attention in non-profit organizations; Non-profit organizations have a significant role in Political decision-making , Community Development & Relief activities; Non-profit organizations make a balance in society and have role in the fight against corruption - poverty, protect the environment and the published of positive culture; The development of the boards of non-profit organizations one of the most serious challenges facing organizations ;The positive effects of the use of advanced management tools such as Balanced Scorecard, the marketing mix & Professional HR processes; Need to continuing staff training in all management fields; Need to expand in dealing with experts and management consultants; Non-profit organizations are encouraged to grow in an environment of freedom, democracy and good international relations.

The interaction between secular trends, ideas and technology contributed to the significant growth in NGOs in the past few decades; the percentage of funding for US-based NGOs received from US government has been indeed decreased the past few years, although the amount of money funded by the government through NGOs has increased at the same time. The interrelationship NGOs and government development assistance was established for more than seven decades, in 1964, more than 6 percent of the budget of the foreign aid in the US government was funded through NGOs or what so-called "private voluntary agencies". The involvement of the government in the early times was represented in food aid and freight during the program of Food for Peace; Although it is said that NGOs are cultivating liberal values and sending democratic institutions everywhere, the majority of the their funds are still dedicated to development, humanitarian assistance, sending goods and services to the poor in poor countries exploiting the rich countries’ resources; The roles of non-profit organizations on the political level are multiple and overlapping on a local and international level, but we will discuss the important role of non-profit organizations at the level of maintaining the structure of this organizations locally and internationally as a model of overlapping and the role of non-profit organizations in making politics; In the NGO sector industry, donations are the sole "market force", donors want to make sure their donations are utilized efficiently; therefore, they greatly focus on the quality and quantity of the NGOs products, accordingly, NGOs must consider donors interests before handling anything else ;The most important factor which the non – profit organizations are missed is the strategic planning. The non – profit organizations has been used the strategic planning and controlling tools and strategic measurement as balanced Scorecard which reflecting positively on the financial supervision, workers achievement, making projects and new costumers And the applying of balanced Scorecard in the non – profit organizations was create a motivation for the donors to increase the aid for these organizations; The strategic planning in the non – profit organizations still need to applying and activating the tools and the methods were used in the profit organizations because the human resources in the non – profit organizations are different from the profit organizations that is because the training processes, employment, organizational structures, salaries structures, developing the career Path and about the further of studying and searching are different; Also, the volunteer's management is one of the most important challenges that still needing to further research especially in light of the non-profit organizations needs for volunteers cause of the lacking in financial resources; The cultural diversity has positive effects, at the same time its represents the challenge of non-profit organizations in terms of the ability to accept the others, cultural tolerance and the ability to overcome the nationality, ethnicity and class differences; It is important to support the culture of the importance of non-profit organizations and promote the culture of voluntary work as well as the value of the work of those social organizations and their role in achieving social justice; The non-profit organizations have an influence on the environment and making local and international policy. The international Greenpeace organizations have an impact on policymaking around the world, in some countries, some of these organizations turned to political by establishing parties to working on support their ideas and their product to preserve the environment And this is a model to the role of non-profit organizations and their role in politics. The most prominent challenges facing these organizations politically is the lacking on democracy or the dictatorship and instability and also the absence of clear role or organizing for their organizations work in the local or international level; NGOs are big participants in the international development process; they allocate funds received from individual donor in rich countries and from aid agencies; The non-profit organizations are still one of the topics that requires to more researching and management in a professional manner in all aspects like profit organizations. The challenges facing these organizations are still requires to more researches to discover the problems and identify the most important and most dangerous causes and working to develop these organizations and remove the causes of these challenges for promoting and developing the non-profit organizations to do what hoped from it toward the community, government and the private sector and create the required balance between the two sectors "government and the private sector" and contribute as a third sector.

There are need for future research in Relationships between non-profit organizations and governments, Effect of international relations in non-profit organizations, Funding and development of financial resources &Volunteer management.