Why might a manager for a non-profit organization seem as concerned with his or her organization's financial well-being as a for-profit manager?
A.
Non-profit managers are evaluated on financial performance only.
B.
Non-profit managers try to give the illusion that they care about the "bottom line."
C.
Many not-for-profit organizations have tight budgets and must be very efficient.
D.
Non-profit organizations have an obligation to turn a profit.