The strategic process in non-profit organisations : a case study: The South African National Blood Service.

Abstract

This research paper documents the process of strategic management, incorporating the five distinct tasks within that process. Each of the tasks is defined and explored within the context of the strategy-making process. The Balanced Scorecard is highlighted as a tool for implementing and executing strategy. The emphasis in this study is on the strategic process in non-profit organisations. Many strategic processes and initiatives appear to be confined to the profit sector, but with the advent of modern strategic theories such as the Balanced Scorecard, there is now an expectation that non-profit organisations can also follow sound business principles and practices. The research paper is of a qualitative nature incorporating a case study approach. The case study is the South African National Blood Service (SANBS), which is an organisation in transformation, following changes in the Health legislation in South Africa. The organisation was formed from seven independent services and went through its first true strategic management process in late 2002, ready for its 2003-2004 financial year. In the first chapter, an overview of the study is given. Strategic theory is presented and discussed in the second chapter, with the case study being presented in the third chapter. Chapter four includes an evaluation of the theoretical information compared to the practical implementation in SANBS. Chapter five concludes with recommendations on the way forward for SANBS.