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Planned change in voluntary and government social service agencies
Abstract
This article addresses the question of planned change in voluntary nonprofit organizations by means of a comparison with change in government welfare bureaucracies. The author draws together findings from research projects undertaken in both of these settings in the United Kingdom and presents a theoretical framework suggesting that the core problems of public agencies are those of role confusion, whereas those of nonprofits are status ambiguity. Also examined are the implications for planned change in individual agencies, for external intervention, and for public policy. (Journal abstract.)
Journal
(1992)
vol16
no3
pages29-44
Categories
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Nonprofit Organizations (Theory)
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Structures and Processes
