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Philanthropy has been viewed as an ethical behavior stemming from moral virtue or moral duty. When philanthropic actions are conducted in exchange for what could be construed as personal gain, then what would be a moral act becomes a transactional or even selfish one. Donating money in exchange for some other gift, service, or benefit is not the same as selflessly bequeathing the same. “Pure philanthropy...is a transfer rather than a transaction in the sense that nothing is received in return,” (Keating, Pitts & Appel, 1981, p. 816). However, it may be unrealistic to expect that all philanthropic behavior stem from a sense of moral duty. The concept of a “pure” philanthropy in which efforts are transferred would also preclude any donation that was not anonymous, because of the way public recognition can be leveraged for personal or organizational gain.
In fact, the motivation for transfer and transactional philanthropy is different (Chapman, 2016). Whereas the transactional donor does respond to benefits like recognition or seats to a gala dinner, the transfer philanthropist has a transformational attitude: their gift is designed to bring about the desired social justice change (Chapman, 2016). It is possible to achieve transformational philanthropic goals while marketing social causes as transactions, but ultimately the marketing...
The appeals to a transactional donor will be for some service or goods in exchange for the donation, whereas the appeal to the transformational donor will be directly related to the cause itself.
The trend towards corporate social responsibility reflects some of the differences between transactional and transformational philanthropy. When corporate social responsibility is framed as an economic necessity for a firm to remain competitive, gain market share, promote a brand, or attract or retain customers, then whatever social justice or environmental causes are purported become secondary to the benefits to that organization’s success. Many philanthropic transfers are done to save money on taxes, or to cover up for gross injustices perpetrated by the organization. On the other hand, when an organization more genuinely sacrifices something in the form of transference of resources or a fundamental change in its operations, it demonstrates the principles of transformational philanthropy.
The transactional view of philanthropy has become popular, leading to a generation of so-called “new philanthropists” (“The New Philanthropists: More Sophisticated, More Demanding — and Younger,” 2013, p. 1). Represented by the likes of Eric Trump, new philanthropy cannot be dismissed,…
NPSAS was the only study in 1996 that encompassed the people who enrolled in the for-profit institutions which is why not even the very basic criteria of the for-profit sector and its educational setup has been well-recognized (Breneman, Pusser and Turner 2000; Chung, 2006). The confirmation that the students who had some sort of shortcoming whether in the financial sector, minority aspect or admittance-timeline factor were the ones who mainly
Bank Statement Plan Millbridge Family Service Millbridge Family Service (MFS) is a charitable nonprofit foundation that has been supported by other established umbrella organizations, which in this case, it is supported through a lot of its funding through The Unified Path which is a much larger charitable and national organization that is supported through the donations given by societies businesses and individuals who wish to support and help us in providing other
Internet & Electronic Marketing Website & Business Model Target Market & Consumer Behavior Building & Maintaining Customer Relationships F. Recommendations for Website Improvement G. Conclusion H. References Pace University is a comprehensive non-profit university that offers its educational services to online students and to the more traditional brick-and-mortar student. As the university competes with global universities, the web presence must convey the value and quality of the education as well as enable the student to make an
Leadership & Fiscal Responsibility The first two chapters of Financial and Accounting Guide for Not-For-Profit Organizations, authored by Gross et al., explicitly relates to the financial practices that pertain to not-for-profit entities. Although many of the basic fundamental principles of these organizations are the same as those which are for profit, these chapters emphasize several facets of accounting that specifically pertain to the former. As such, it is interesting to note
Enron could engage in their derivative trading strategy with no fear of government intervention because derivative trading was specifically exempted from government regulation. Due in part to a ruling by the Commodity Futures Trading Commission's (CFTC) chairwoman, Wendy Graham, derivatives remained free of regulatory oversight. Ms. Graham, wife of Texas senator Phil Graham, made this ruling 5 weeks before resigning as chairwoman of the CFTC and joining the Enron Board
3 million buildings and plots of land. If it can conservatively be assumed that a minimum of five persons are affected for each business and a minimum of two persons for each building, then some 5 million people are directly involved in property-restitution claims - nearly a third of the population of the new Lander. (Blacksell et al., 1996, p. 200) Since December 1991, the number of claims filed with the