Implementation of Muhammadiyah Orphanage

Muhammadiyah is an Islamic based community organization and one of the biggest religious community organization in Indonesia.As their contribution in community, Muhammadiyah works on three charitable works, which are: Education, Health service, and Orphanage.These three charitable works has been well developed and give a big contribution in Indonesia building.The orphanage management in Muhammadiyah has a unique characteristic. These orphanages are built, managed, and developed by the people of Muhammadiyah voluntarily.The spirit of Orphanage management in Muhammadiyah is based on what has been written inside Surah Al-Maa’uun in the Holy Quran.This spirit that brings out Muhammadiyah as a religious community organization that own the largest numbers of Orphanage in the world. Unfortunately, the numbers of Orphanage in Muhammadiyah is less supported by its management and service quality.Those orphanage have not been yet fully apply a proportional and professional management. The analysis of Muhammadiyah orphanage in Malang Raya in regard to Quinn’s typology, could be explained as follow.First, Orphanage with group culture.This group culture features internal support from the manager, the caregivers, and the orphans.It is a dynamic orphanage that focus on the group loyalty and protection.The tendency of the manager, the caregivers, and the orphans is to protect and ask commitment from each sides.Second is the orphange with a hierarchy or rational developing model.This kind of orphanage might not care too much about love and caring for the orphans, but they pay more attention in creating new things that could develop the orphanage.They tend to obey any instructions from their leader and search for the aims of organization in order to be benefited materially

Barriers to knowledge sharing in third sector social care: a case study.

Purpose - This paper aims to build on existing theory of knowledge sharing barriers (KSBs) by exploring the concept in the relatively under-researched context of social service not-for-profit organisations. Design/methodology/approach - In this study, case study methodology was used. Practitioner staff members took part in online questionnaires, followed by semi-structured interviews with line management and middle management staff. Secondary sources from the case study organisation were also used in the analysis. The analysis of questionnaire responses alongside responses from semi-structured interviews is compared with extant research into KSBs. Findings - The findings of this study highlight the need to re-examine the KSBs identified in the literature to reflect contexts beyond the private sector. Common barriers were identified, but some found in the case study organisation did not neatly fit into the existing definitions of KSBs. An updated list of KSBs to reflect this social service not-for-profit context is presented. Research limitations/implications - Case studies are often not generalisable; however, the KSB list developed here could be further explored and tested in other third sector organisations. Practical implications - The research raises the question of applicability of current knowledge management (KM) theory and lexicon in the third sector and social care environment. Originality/value - This study provides an insight into KM applicability in a third sector context, which is a relatively under-developed research area

Exploring Knowledge Management and Knowledge Sharing in a Non-Profit Human Service Organisation

Non-profit, human service organisations are continuing to struggle for limited money and are being held accountable more than ever before to prove an increase in quality and efficacy of services. Agency administrators have to think creatively in order to help their agencies stand out. Efforts include tapping not only into the knowledge of their employees but also knowledge of their consumers. Utilising qualitative methods, with a highly successful non-profit agency, this document investigates the information sharing activities and the knowledge gained from consumers when knowledge transfer backflow was allowed. Shared are findings on how public service agencies, often dealing with those individuals in need, can use knowledge management processes to inform and improve future service delivery. The thick descriptions provided in this document give context to the multi-layered knowledge dimensions involved. Highlighted is the importance of the embedded knowledge their participants come in with and the need for agencies to consider the intricacies of this knowledge. Noticeably, this study also delineates how the historical and current oppression experienced contributes to this complexity. The data reported in this study is the first step in understanding the individual and organisation factors contributing to the collaboration efforts of non-profit agencies.Non-profit organisations, human service organisations, knowledge management, knowledge sharing, organisational culture