The Salvation Army and Stakeholder Governance

As a registered charity and religious origin, the salvation Army has been in existence for sort of a long time. Though whatever organizations waited for the government to formulate laws that governed the use of frequent money, practices of transp arncy, pecuniary disclosure and answerableness earn been engraved in their procedures even originally that (Institute 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 and partner with the organisation in ventures that are of interest to both of them. They are called remote stakeholders. Being part of the projects the stakeholders have expectations on the information they should get from the institution regarding the pay they contribute and the activities that are undertaken (Bhatia, 2007).fiscal disclosures in terms of balance sheets and income statements are meaning(a) to the stakeholders especially since they contribute to the kitty of the events or activities that are carried out. Salvation Army gives disclosures not only to the external but as well as to the public quarterly and incorporates it in the yearbook report. This is to show what the organization realised or achieved with the finance (Mullins, 2005). Accountability is yet another(prenominal) value that the stakeholders can expect from the institution. uncorrupted-looking details of how the money was spent and who was knotted is the main objective of the value. Members of the organisation weigh that they owe the Almighty 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 set 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 c ode of postulate (Mullins, 2005).REFERENCESBhatia, S.K. (2007). counselling of Non-Profit Organisations. New Delhi plenteous & Deep Publications.Institute of policy studies. (2010). Defining loving impact. Retrieved on 18th August 2010 Mullins, L. J. (2005). Management and organisational behaviour. New York, NY Prentice Hall/Financial Times.