ABSTRACT
This chapter presents a set of rules which will enable non-profit-making organization (NPOs) to define their corporate objectives as precisely as one can in profit-making organizations. Many NPOs do not even use ordinary performance indicators yet, let alone a corporate performance indicator and few of them set numerical targets at all, but this is precisely what they want to be able to do. Take the Royal Society for the Advancement of Science. Their 1986 corporate plan says the objectives are: To promote the exchange and development of scientific ideas and knowledge, to recognize excellence in scientific scholarship and research. Few people have truly understood what immense damage it can do to an organization to be given spurious corporate objects – or none at all. So intense is the study of 'management' – the running of organizations - that the study of setting their corporate objectives has been ignored.
