Differences between Cost-Effectiveness and Performance Management Coursework

Differences between Cost-Effectiveness and Performance Management - Coursework Example However, performance management can be done at the beginning of a project, in the course of the project and at the end of the project, unlike cost effectiveness which is mostly done after the conclusion of a project or at the end of a financial period A nonprofit organization is one that conducts activities or charitable projects without financial gains in mind and enjoys tax exemptions from the state. For a long time, it has been thought that it is difficult to measure the performance of nonprofit organizations. According to Anthony and Herzlinger (1980), they noted that the reason there exists a problem in the measurement of performance in nonprofit organizations is the aspect of motivation unlike in profit-making organizations where they are driven by profits. Thus, the lack of motivation leads to financial unsoundness to the nonprofit organizations. However, there are certain elements that are essential in assessing financial soundness in such organizations. Firstenberg and Nitte rhouse (1994), states that programs with measurable objectives and tasks should be created and seen to it that they are accomplished. They insist on the importance of having a budget that funds the tasks, setting time targets to meet those particular tasks and identifying managerial practices in that particular field the organization is involved in, to help in monitoring tasks and progress. Monitoring progress should be done through budget expenditures, completion of tasks and meeting objectives, meeting targets and comparison of the actual cost to the budgeted costs. This is just but a tip of the iceberg in assessing financial soundness of nonprofit organizations.

Age Discrimination in a site based Workplace Literature review

Age Discrimination in a site based Workplace - Literature review Example nal Statistics (2008), there is an increasing trend in the number of workers aged above 50 years in the construction industry, and this number is likely to account for 30% of the total working population in this industry by the year 2020. Maurer & Rafuse (2001) observe that age has had a significant impact on the chances of people aged more than 55 years seeking employment in the UK. Most of the construction companies presume that younger and energetic people have a greater capacity to accomplish tasks and bring in new knowledge in the industry (Bendick et al. 2001). Nevertheless, it is important to note that the aging generation has significant experience to contribute to the industry. Martin et al. (2003) argues that to avoid age discrimination in the construction industry, the thought of where and how to advertise is important to ensure that different age groups are reached. Sometimes the aged are discouraged from seeking employment due to the use of advertisement language such as â€Å"recent graduate† which disregards the experienced labour force. On the other hand, some advertisements suppress the hopes of the younger energetic labour force through the use of words such as â€Å"mature† or â€Å"15 years experience† and many other words that discriminate applicants on the basis of age (Office of National Statistics 2008). Even though some tasks may require experience, some employers in the construction industry are not specific with regard to the job’s requirements. Martin et al. (2003) observes that different age groups can be offered equal opportunity if the experience needed is substitutable with equivalent qualifications. This allows the experienced older members in the labor force to match their younger qualified counterparts in applying for the job. Maurer & Rafuse (2001) argue that age is usually not a good sign of great potential among workers. Studies have proved that different people in different age groups have strong characteristics that are