Resumen de Development profiles of polish nonprofit organizations: research results
Non profit organizations (NPOs) in Poland develop intensively since regime transformation, which took place over twenty years ago. This process of development is primarily a consequence of free market appearance which released great energy of people not only in the sphere of business, but also in the area of social activity. Nowadays in Poland 130 thousand NPOs is registered and several million of people work or act for free there. As a part of social economy, non profits have a large, however unused economical potential (Rymsza, 2005). Currently they tend to present quality rather than quantity changes. Professionalization and economization processes (IwankiewiczRak, 2002; BogaczWojtanowska, 2006) are observed, which also effects with growing number of employed and volunteers or financial potential increase.
Due to short time of NPOs development in Poland, this process isn’t still well recognized. Research that were held during last twenty years, despite their importance, are not enough. Especially, that most of it concentrates on macroeconomical factor that influence organizations, which are external for these entities. Carried out research rarely focus on what is happening inside the organization, however it’s also very important for its’ development.
Because of that reason, the research conducted by the author was based on assumption that organization is able to control its’ own behavior (Rokita, 1989) and that it initiates economical changes which are result of management action and aren’t only an spontaneous process (Schumpeter, in: Gabrusewicz, 1992, s. 58). Taking into consideration this assessment the following research was constructed and run. The structure of research procedure was a result of perspective based on nomothetic explanation. The analysis of internal development contained three areas: organizations’ potential (resources that it contains), results (that organization reaches with its’ resources) and relations with environment. In this areas specific qualitative and quantitative variables and indicators used during constructing research tool were distinguished. The research was carried out from two different perspectives: the development measure included level (static perspective) and pace – changes in organization during last two years (dynamic perspective). Development research consist of two pilot research and proper research conducted in the area of Poland between June 2009 and February 2010. The proper research was carried out on random, representative sample of Polish nonprofits’.
The main results show that there are three basic types of Polish organizations’ development styles (as a result of cluster analysis). Taking into account level and dynamics of organizations’ development a matrix of this forms was created. Organizations with high level and large dynamics of development were called “expansive”. There is only about 13% of these. “Expansive” organizations are developed and made a lot of changes in the way they perform in the past two years. What is more, they are still developing, building the organization with a lot of energy. The second type include “stable” organizations. They are the most developed, especially in the area of potential and effects of activity. In the same time there is no willingness to continue the process of development in these organizations. They are steady and constant, they have a strong position, and behave in a routine way. There was 30% of “stable” organizations in the sample. The last, most often type included “weak” organizations. More than a half of organization is characterized by low level of development in every analyzed area, and they are also not taking any steps to change it (or those steps are unsuccessful), which means that there is also low dynamics of development observed. These organizations are very interesting group, because their leaders seems not to be interested in developing organization.
Furthermore, more statistical analysis were conducted to create specific characteristics of each developmental type. It included another organizational and human resources features (variables). Eventually, the whole process of results analysis enabled creating specific profiles of each developmental type. The “expansive” organizations seems to differ mostly from other types of organizations, so it can be assumed that dynamics is the parameter that more than level of development influence the way the organization perform. These organizations are more task oriented in performance and management. They are the youngest entities, focused on work, effort, but also success. Employees and volunteers in this kind of organizations are best prepared and educated; they also present high level of engagement, loyalty for organizations and seems to help each other a lot.
“Stable” organizations, whereas, are the oldest and the most experience ones.
Some of them could have been “expansive” in the past, but now they “slowed down” dynamics of development. They have grounded position and work in the wide geographical area. As the branch of activity, those organizations are involved in the ones which are in the centre of interest of Polish and European social policy, which enables them access to many grants and donations. What is more, thanks to its’ experience it’s easier for them to get the assistance and, in consequence, to keep the status. Human resources in “stable” organization are varied (age, abilities,education) what seems to be helpful with diverse tasks.
In contrast, „weak” organizations are more associative than others. Theirs’ activity is mostly a result of civic initiatives of groups of people. They take action in the nearest area, very often are focused on their own needs. “Weak” organizations usually perform in the areas which are financed by public entities in the least part and which are related to hobbies or other forms of spending free time. “Weak” organizations generally don’t employ personnel, however people who are engaged in their activity are the most satisfied ones. It’s interesting in organizations’ behavior that they seem to choose their role and their behavior is not expected to be an effect of a failure. Social activity in this organizations is an addition to professional activity.
Types of organizations that were differentiated are connected not only with chosen strategy of development and it’s efficiency. It’s mostly linked with organizations’ goals and their role in the public area. In the same time it’s visible that the sector as a whole isn’t professionally developed and managed.
