| This is a study of the strategies used by 25 long-standing nonprofit social service organization CEOs in the Chicagoland metropolitan area. Qualitative research utilized contextual analysis of personal interviews with chief executives. This method permitted the extrapolation of seven strategies grounded in the data presented by the participants.; Organizational survival is predicated on developing and perpetuating resources; which are defined as generating fiscal growth, expansion and diversification, and developing a sizable power base. This primary survival behavior can be brought about by making the organization's operations more acclimated to the world of business, maintaining a competitive edge and market share, adopting best corporate practices, and being “good business people.” This involves remaining an open and responsive “learning organization” whose organizational leadership appreciates the varying environmental components and systems with which a CEO must continually deal and interact. This requires strategic planning wherein management works to understand the impact of politics, legislation, and public policies. It involves the constructive use of collaboration, competition, and consolidation as necessary in order to be responsive to the constant challenges of market realities. Performance and outcome measures must be tied to changing external realities while remaining faithful to the organization's basic mission. |
