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How do good management practices in non-profits help in the fight against poverty in Louisiana State? Good management practices in non-profit organizations play a major role in the fight against poverty, and are attracted to neighborhoods with strong community-based institutions and high levels of civic engagement or social capital (Lin & Harris, 2008). Many scholars have questioned whether good leadership and management practices in non-profit can help in poverty alleviation. Worth (2011) noted that good management and leadership skills help non-profits to receive only the economic surplus that affluent people voluntarily, but they do not have a sustainable revenue model of their own.
According to Herman (2011), living standards for the large majority of Americans have stopped growing. In many states, living standards mimic those of the third world with few human needs assured in chaos of crime, housing decay and hunger. Non-profit organizations directly or indirectly influence many aspects of people’s lives in Louisiana State (Herman, 2011). Good management in non-profits makes significant contributions to the alleviation of poverty of neighborhoods through employment and other activities (Tschirhart & Bielefeld, 2012). In addition, Tschirhart & Bielefeld (2012) indicated that as a result of the fundamental role played by non-profits in fighting against poverty in Louisiana State, the management of non-profit has a heightened responsibility to operate in an effective and ethical manner.
The non-profits that are most likely to address the most severe economic and social consequences of welfare reform primarily serve racial minority and public assistance to communities (Kilty & Segal, 2012). The management of non-profits in Louisiana should switch their emphasis towards poverty and hardship reduction representing a fundamental shift in current welfare policy and a major victory for those involved in the fight against poverty. Kilty & Segal (2012) also noted that the management of non-profits organizations constitutes a tremendous actual and potential asset for advocacy through the mass mobilization of their clients and the countless members of the communities in which they serve.
There is a need to provide further support for the states non-profit human service organizations, and realistically assess their appropriate role in the social safety net of the 21st century as they attempt to address the needs of Americans (Kilty & Segal, 2012). The management of non-profit organizations should create relatively more social good and justify ongoing philanthropic support that steers resources away from other funding priorities or other innovative strategies. Non-profits provide relevant support in the fight against poverty and social fragmentation because they contribute to the production of both social services and goods (Girard, Baycan, & Nijkamp, 2011). In the fight against poverty, the management of non-profits should allow niches of economic organizations that are alternative to capitalist ones, enlarging and increasing them in the direction of economy civilization.
In conclusion, good management practices in non-profit sectors should stress on the production of meta-economic values in economic value creation processes; trust, care of common goods, social capital, social cohesion, and resilience. Poverty dimensions in Louisiana should be assessed using income poverty indicators, inequality, and service provision levels. Continuous creative capacities have become the engine of the new economy and, therefore, should be replicated in non-profit management.
