The Salvation Army and Stakeholder Governance

As a registered charity and religious institution, the Salvation Army has been in existence for sooner a long time. Though some agreements waited for the government to formulate laws that governed the office of public money, practices of transp arncy, financial disclosure and accountability have been engraved in their procedures even before that ( lay down of policy studies, 2010). External stakeholders in the institution are found in the organization.Stakeholders in the organisation are not owners in any aspect and neither do they work in the organization but partner with the organisation in ventures that are of interest to some(prenominal) of them. They are called outside(a) stakeholders. Being part of the projects the stakeholders have expectations on the selective information they should get from the institution regarding the finance they contribute and the activities that are undertaken (Bhatia, 2007).Financial disclosures in terms of balance sheets and income statements ar e important to the stakeholders especially since they contribute to the twat of the events or activities that are carried out. Salvation Army gives disclosures not only to the external but also to the public quarterly and incorporates it in the annual report. This is to picture what the organization realised or achieved with the finance (Mullins, 2005). Accountability is yet some other value that the stakeholders can expect from the institution.Giving details of how the money was fatigued and who was involved is the main objective of the value. Members of the organisation believe that they owe the noble God accountability and do so through financial reporting to the stakeholders and other key personnel (Bhatia, 2007). Transparency is the ultimate crown for the unflawed use of resources and execution of plans. In the values of the Salvation Army, this is not left out. It reveals honesty, creates good relation between the involved parties, and is a practice of Christian code o f conduct (Mullins, 2005).REFERENCESBhatia, S.K. (2007). counseling of Non-Profit Organisations. New Delhi Deep & Deep Publications.Institute of policy studies. (2010). Defining social impact. Retrieved on 18th August 2010 Mullins, L. J. (2005). Management and organisational behaviour. New York, NY Prentice Hall/Financial Times.