A COMPARISON OF FOR-PROFIT AND NOT-FOR-PROFIT ORGANIZATIONS: CHIEF EXECUTIVE OFFICERS' AND OFFICIALS' PERCEPTIONS (PUBLIC ADMINISTRATION, NON-PROFIT)

The purpose of the study was to compare not-for-profit, for-profit, and public administration organizations from the perception of chief executive officers and officials of the organizations. The study was concerned with determining significant differences, if any, among the organizations in regard to the major areas of internal operations, management, and the external environment.;An analysis of variance with the Duncan Multiple Range Test was the primary statistical technique utilized as applied to each of the 61 questions compared among the not-for-profit, for-profit, and public administration organizations.;The results for each question were presented with the following conclusions drawn from the study: (1) There are more differences than similarities among the perceptions of not-for-profit, for-profit, and public administration chief executive officers/officials. (2) The perceptions of for-profit chief executive officers/officials differed from those in not-for-profit organizations primarily in the category of external environment rather than internal operations and management. (3) The perceptions of for-profit chief executive officers/officials differed from those in public administration organizations primarily in the category of external environment rather than internal operations and management. (4) The perceptions of not-for-profit chief executive officers/officials differed from those in public administration organizations primarily in the category of management rather than external environment and internal operations. (5) The perceptions of for-profit chief executive officers/officials are different on more items as compared to public administration rather than not-for-profit organization chief executive officers/officials.;Recommendations for further research include more research within and between specific types of organizations in the sector(s); checks of perceptions with performance measures and those involved with particular organization functions; and how schools of business may cooperate with schools of public administration, or others in meeting organizational needs.;A selection of 500 chief executive officers/officials from not-for-profit (tax-exempt organizations), for-profit (...