Why might a manager for a not$-$for$-$profit organization seem as concerned with her organization's financial well$-$being as a for$-$profit manager?

Not$-$for$-$profit managers are evaluated on financial performance only.

Many not$-$for$-$profit organizations have tight budgets and must be very efficient. Not$-$for$-$profit managers try to give the illusion that they care about the "bottom line."

Not$-$for$-$profit organizations have an obligation to turn a profit.