Salvationist Governance

Explain how people can be involved in governance in their day-to-day activities The organization of the Salvation Army calls for participation of key individuals in matters of governance.

Being a registered charitable organization in many countries means adequate participation of concerned parties in religious denominations and international capacity. Participation of parties in matters of governance in the day to day activity serves a very important purpose of Salvation Army.

The spread of gospel is a major concern of the ministers especially when dealing with society members. (Stephen, John, 2006, p. 6) Visiting the sick, providing food and other basic commodities to individuals serve a very important aspect of minister’s involvement. The congregation is a very important element that needs the support of ministers in evaluation of certain tasks. Serving the entire society or congregation calls for full participation of different stakeholders. Such individuals involved in Salvation Army include social workers, volunteers, employees and board members.

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These individuals are involved in various activities such taking care of the sick old and disadvantaged members of the society (Milkler, 1997, p. 21). For instance, volunteers participate in activities such as cleaning the sick, feeding the poor, providing clothes to the poor, and constructing houses for less disadvantaged especially the disabled. Social workers and other employees at Salvation Army organize social activities such as games that lead to socialization. The board members are involved in making decisions that keep the organization strong and going (Holktzman, 2003, p. 24).

In your opinion, what aspects of private sector organizations governance can be transferred to the Salvation Army?

Governance in private sector calls for implementation of certain policies in the running affairs of the organization. Since Salvation Army is similar to private sector certain governance components can be adopted. Some of the leadership policies that can be borrowed from private sector include directors who are independent and diligence. This means that the board of directors is supposed to show signs of commitment to management and should not be given any other responsibility.

In addition, the directors should be diligent in their governance models to ensure that affairs of Salvation Army are well addressed (Charities Review Council, 2010). Application of good leadership models such as proper channels of communication is another major governance policy that can be borrowed from private sector to Salvation Army. What aspects of the Salvation Army’s governance mechanisms can be transferred to other nonprofits and what is peculiar to this organization? The Salvation Army is a non-profit making organization that aims at serving its congregation and the entire society in matters of religion.

This being the case, some non-profit making organizations can borrow certain governance models from Salvation Army. One outstanding mechanism is about auditing of accounts by qualified auditors a common practice in Salvation Army (Where Most needed, 2009). This involves preparation and presentation of strong, accountable and transparent financial statements reflecting the usage of funds and assets of the entity. The congregation support activities of Salvation Army through contributions and this call for preparation of financial statements which are subject to auditing by qualified auditors.

Adopting this measure by non-profit making organization builds confidence of its stakeholders which leads to proper dissemination of duties to the entire society. Another possible mechanism that can be adopted by the private sector is participation in charitable activities like visiting the sick and old in the society (Siegel, 2007). These are peculiar activities carried on at Salvation Army and can be applied to non-profit making organizations for purpose of promoting the dignity of relevant stakeholders.

Bibliography

1. Charities Review Council 2010, Got Standards? So Do Charities, Viewed August 24 2010 from <http://www.smartgivers.org/standards.html>
2. Holktzman, M 2003, Internal Control in the Talmud: the Jerusalem Temple, The Accounting Historians, Vol. 30, p. 23-25
3. Milkler, G 1997, Financial Accounting and Management in Governments, public Service and Charities, John Willey and Sons, New York
4. Siegel, J 2007, Is There a Duty To Gentrify?: The Salvation Army As Real Estate Tycoon, Viewed August 24, 2010 from <http://www.charitygovernance.com/charity_governance/2007/09/is-there-a-duty.html>
5. Stephen, G. & John, H 2006, Corporate Governance Consultants: the Issue of Qualifications. The CPA Journal, Vol.76, pp.1-15
6. Where most needed 2009, Salvation Army Embraces Centralized, Corporate Management, Viewed August 24 2010 from <http://www.wheremostneeded.org/2007/05/salvation_army__1.html#more>

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