Nonprofit organizations which are guided by volunteer boards generally do not apply business practices to decisions which have long range consequences for their organization or even for the industry they represent. The purpose of this study was to apply feasibility study guidelines to a decision facing the American Culinary Federation to expand its scope of accrediting activities to include culinary arts programs at the secondary level. A Task Force was assembled and guided through three meetings using methods of brainstorming, problem stating, analysis, and feedback mechanisms (both internally and externally). The study was concluded prior to final recommendations by the Task Force. However, by studying survey results and having multiple voices participate during its deliberations, the Task Force designed a pilot process based on consumer needs and identified constraints.
Library of Congress Subject Headings
American Culinary Federation--Decision making; Nonprofit organizations--Decision making; Cooking schools--Accreditation; Cooking--Study and teaching (Secondary)--Standards
Department, Program, or Center
School of Food, Hotel and Tourism Management (CAST)
Petersen, Mary J., "Decision making in a nonprofit organization: A Case study" (1997). Thesis. Rochester Institute of Technology. Accessed from
RIT – Main Campus