Nonprofit Organizational Assessment

Analysis of the information indicated that the Madagascar Ministry of Health is a poor
leader of this effort, the programs did not translate well on the local level and the
different actors did not cooperate well. The study also identified capacity limits in health
care but due to the misalignment and uncooperative actors, the NGO’s did not properly
address the lack of capacity. This study demonstrates a complex organizational
analysis. The multiple aspects of the misalignment hampered information flows. In
addition, inter-actor misunderstanding increased the inefficiencies of the program. This
analysis could help the functioning of the program in the future.
Organizational Analysis Examples
Reflective Practitioner Model: Washington D.C. School System
In the early 2000s, the Washington D.C. public schools (DCPS) faced an organizational
crisis. D.C. mayor Adrian Fenty sought advice to determine what was the best way to
effectively improve the Washington D.C. public schools. Fenty employed Michelle
Rhee as the DCPS superintendent. Rhee initiated her job by analyzing all the factors
that affected the DCPS. After evaluating all the factors Rhee decided to restructure the
DCPS. Rhee set defined metrics in order to hold teachers accountable and measure
whether they were reaching goals. Rhee wanted to eliminate tenure for teachers in
order to increase teacher accountability. Rhee wanted to increase the DCPS efficiency,
and believed that restructuring the teachers would achieve this.The process and results
were controversial but illustrate an organizational approach to overcoming a policy
crisis.
Strategic Triangle Model OK: Casa de Esperanza
In 1982, a group of women formed a shelter in St. Paul, Minnesota to address the
needs of Latina women in the community that were victims of domestic violence. Casa
de Esperanza immediately reached capacity, but the majority of occupants were
Caucasian and African-American women. The Board of Directors was surprised to
realize that very few women from the Latina community were utilizing the shelter. Casa
de Esperanza continued to serve women from all backgrounds, and received
government stipends for their work. The organization strove to be multicultural, while
also maintaining the same mission of empowering Latinas. Many of the staff members
identified with the mission of helping all women, while the Board of Directors maintained
their stance on specifically helping Latinas.
The theoretical model of the, "strategic triangle," can be applied in order to better
understand the organizational challenges of Casa de Esperanza. The mission and
capacity of the organization are misaligned due to a few key factors. The mission of the
organization is vague and overly broad, which led the staff and Board to develop
opposing views of the mission. Most importantly, they could not agree on who their
target demographic was. The organization’s capacity is rooted in helping women from
all backgrounds with a variety of services, while the mission seems to indicate they
serve Latina women predominantly. The environment suggests that there is a need
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