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The volatility of the economy, political instability, and greater demands on not-for-profit organisations (non-profits) will require considerable rethinking and refocusing for many organisations. These days, non-profits evolve while attempting to regain financial ground, focusing more on workflow, fundraising, and staffing. The book highlights the upcoming challenges, among others funding instability, with a continuing shift in funding with more grantors focusing on funding mobilisation instead of intervention. Another challenge is clustering, which is where organisations are more likely to band together with others to share overhead costs, resources, and personnel. The non-profit sector will undergo essential integrations where the free flow of data and information will be crucial. Non-profits will continue to adjust their goals and priorities to meet changing trends. While the top priority was once acquiring new donors, that has now been eclipsed by the need for non-profits to engage the community and promote general brand awareness.
The book challenges the notion that public relations in Europe is no more than a copy of the Anglo-American approach. It presents a nation-by-nation introduction to historical public relations developments and current topics in European countries, written by noted national experts in public relations research and well-known professionals who are able to oversee the situation in their own countries. The contributions take an "insider" point of view and combine researched facts and figures with qualitative observations and personal reviews. In addition, the book provides conceptual statements that offer an insight into theoretical approaches.
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This study reports on the hierarchy of organizational values in public and private sector organizations in Slovenia and the Netherlands. We surveyed 400 managers in Slovenia and 382 in the Netherlands using an identical questionnaire on the importance of a selection of values in everyday decision making. In Slovenia, impartiality, incorruptibility, and transparency were rated significantly higher in the public sector, while profitability, obedience, and reliability were rated more important in business organizations. In contrast, in the Netherlands, 11 values differed significantly between the sectors. Thus, a greater value congruence exists between the sectors in Slovenia than in the Netherlands, with a larger "common core" of values in Slovenia (14) compared with the Netherlands (9), just as we hypothesized. Historical and cultural developments, such as the communist rule in Slovenia and the different influences of the Protestant work ethic in both countries, led to more similarities between business and government organizations in the "new" EU member state, Slovenia.
Society is now facing challenges for which the traditional management toolbox is increasingly inadequate. Well-grounded theoretical frameworks, such as systems thinking and cybernetics, offer general level interpretation schemes and models that are capable of supporting understanding of complex phenomena and are not impacted by the passage of time. This book serves the knowledge society to address the complexity of decision making and problem solving in the 21st century with contributions from systems and cybernetics. A multi-disciplinary approach has been adopted to support diversity and to develop inter- and trans-disciplinary knowledge within the shared thematic of problem solving and decision making in the 21st century. Its conceptual thread is cyber/systemic thinking, and its realisation is supported by a wide network of scientists on the basis of a highly participative agenda. The book provides a platform of knowledge sharing and conceptual frameworks developed with multi-disciplinary perspectives, which are useful to better understand the fast changing scenario and the complexity of problem solving in the present time.