Third Sector Management The Art of Managing Nonprofit Organizations

ISBN-10: 0878408444
ISBN-13: 9780878408443
Edition: 2001
List price: $29.95 Buy it from $0.01
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Book details

List price: $29.95
Copyright year: 2001
Publisher: Georgetown University Press
Publication date: 3/5/2001
Binding: Paperback
Pages: 248
Size: 6.00" wide x 8.75" long x 0.75" tall
Weight: 0.792
Language: English

Evan M. Berman is Distinguished University Professor at National Chengchi University in Taipei (Taiwan). He is also the Editor-in-Chief of ASPA Book Series in Public Administration & Public Policy (Taylor & Francis), Senior Editor of Public Performance & Management Review and a Distinguished Fulbright Scholar. His areas of expertise are human resource management, public performance, and local government, and international interests have now taken him to Asia. He has over 100 publications and 10 books, including Public Administration in East Asia: Mainland China, Japan, South Korea, Taiwan (CRC Press, 2010), People Skills At Work (CRC Press, 2011, with Dira Berman), Encyclopedia of Public Administration and Public Policy, Third Edition (Taylor & Francis, 2007), and Essential Statistics for Public Managers and Policy Analysts, Second Edition (CQ Press, 2006). He is past Chair of the American Society for Public Administration's Section of Personnel and Labor Relations, and also a former policy analyst with the National Science Foundation. He was previously the Huey McElveen Distinguished Professor at Louisiana State University, and has assisted local jurisdictions on matters of team building, strategic planning, and citizen participation.

List of Figures
List of Tables
About the Authors
Preface
The Strategic Perspective and Players
The Third Sector
The Strategic Approach
Benefits of a Strategic Viewpoint
Limitations to a Strategic Viewpoint
The Life Cycle of Nonprofits
Operational Nonprofit Evolution
Nonprofit Leadership
Multiple Roles of Leaders
Nonprofit Boards
Leadership and Staffing
Strategic Execution
Plan of the Book
Conclusion
References
The Strategic View
Why Vision Matters
Vision-Directed Mission
Strategic Thinking
Environmental Evaluation of Nonprofits
Planning and Goal Setting
Pitfalls of Strategic Planning
Leadership Roles and Decision Making
Strategy and Structure
Conclusion
References
Board Development
Board Responsibilities
Board Involvement
Structured Board Involvement
Board Evaluation
Board Recruitment
Orienting and Integrating New Board Members
Board Renewal
Liabilities of Board Members
Conclusion
References
Strategic Leadership
Evolving Boundaries and Expectations
The CEO's Strategic Role
Long-Range Planning
Other Leadership Responsibilities
Conclusion
References
Staffing Nonprofits
Human Resource Information System
Staff Recruitment
Staff Selection
Staff Orientation
Training and Development of Human Resources
Staff Evaluation
Staff Compensation
Motivating Volunteers
Building a Human Organization
Conclusion
References
Strategic Execution
Nonprofit Productivity
When Less Is More
A Winning Attitude
Together We Can
A Little Leeway
Technology Management
The Accounting Approach
Conclusion
References
Evaluation and Accountability
Fundamentals of Evaluation
Performance Measurement
Data Collection
Organizational Evaluation
Conclusion
References
Building Bridges
Framework
Alliances among Nonprofits
Partnerships with Business
Becoming Like a Business
Alliances Involving Government
Conclusion
References
Fundraising
Strategic Linkages
Annual Giving Campaigns
Special Events
Major Giving
Grants
Conclusion
References
The Third Sector Reconsidered
Vision/Mission-Driven Nonprofits
The Strategic Connection
The Life Cycle of Nonprofits
The Success Triangle: Board, Leadership, Staff
Efficiency and Effectiveness
Alliances and Partnerships
The Great Funding Crisis
The Future of Nonprofits
The Golden Age of Nonprofits
Global Trends
Conclusion
References
Index

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