The Jossey-Bass handbook of nonprofit leadership and management
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Jossey-Bass
2016.
|
| Edición: | 4th ed |
| Colección: | Essential Texts for Nonprofit and Public Leadership and Management
THEi Wiley ebooks. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849095006719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright
- Contents
- Figures, Tables, and Exhibits
- The Contributors
- The Editor
- Introduction to the Fourth Edition
- Part One The Context and Institutional Setting of the Nonprofit Sector
- Chapter 1 Historical Perspectives on Nonprofit Organizations in the United States
- Associations in Early America
- Voluntary Associations in the New Republic, 1780-1830
- Nation Building, 1860-1920
- New Charitable Vehicles, 1890-1930
- Big Government, the Nonprofit Sector, and the Transformation of Public Life, 1930-1980
- The Conservative Revolution and the Nonprofit Sector, 1980-2000
- The New Century and the Transformation of Philanthropy
- The Nonprofit Sector and the Global Challenge
- Conclusion
- Notes
- References
- Chapter 2 The Legal Framework of the Nonprofit Sector in the United States
- Nonprofit Organizations
- Tax-Exempt Organizations
- Categories of Tax-Exempt Organizations
- Tax-Exempt Organizations Law Basics
- Public Charities and Private Foundations
- Governance
- Developments in Nonprofit Governance
- Unrelated Business Rules
- Subsidiaries
- Joint Ventures
- Other Aspects of Law of Exempt Organizations
- Organization of IRS
- Reference Resources
- Chapter 3 The Changing Context of Nonprofit Management in the United States
- Introduction
- The Nonprofit Sector in America
- Big Questions for Nonprofit Leaders
- Challenges and Opportunities for the Future
- Conclusion
- Note
- References
- Chapter 4 The Many Faces of Nonprofit Accountability
- Accountability to Whom?
- Accountability for What?
- Accountability How?
- Discussion and Implications
- Conclusions
- Notes
- References
- Part Two Leading and Governing Nonprofit Organizations
- Chapter 5 Leadership, Governance, and the Work of the Board
- The Legal Dimensions of Board Work.
- The Legal Responsibilities of the Individual Board Member
- Governance, Strategy, and the Work of the Board
- The Work of Individual Board Members
- Characteristics of Typical Nonprofit Boards
- Building Board Capacity to Serve
- The Board Builder's Challenge: Taking the Long-Term Developmental Perspective
- Conclusion
- Notes
- References
- Chapter 6 Executive Leadership
- Executive Centrality
- Board-Centered Leadership Skills of Chief Executives
- Leadership Across the Boundaries: Impact in the External World
- Using the Political Frame
- Summary
- References
- Chapter 7 Ethical Nonprofit Management: Core Values and Key Practices
- Chapter Overview
- What Are "Ethics"?
- Professional Ethics
- Misunderstanding Professional Ethics
- Core Values for the Voluntary Sector
- Ethical Management in Ethical Organizations
- From Ideals to Operative Values
- Creating and Maintaining a Culture of Integrity
- Summary
- References
- Chapter 8 Strategic Management
- Nonprofit Strategic Management Cycle
- Service and Resource Opportunities
- Delivery Systems and Capabilities
- Performance and Control
- Conclusion
- References
- Chapter 9 Strategic Planning and the Strategy Change Cycle
- A Ten-Step Strategic Planning Process
- Tailoring the Process to Specific Circumstances
- Roles for Planners, Decision Makers, Implementers, and Citizens
- Summary
- References
- Chapter 10 Understanding Nonprofit Effectiveness
- Theoretical Perspectives on Nonprofit Organizational Effectiveness
- Key Insights on Organizational Effectiveness
- Type of Organization Makes a Difference
- Differentiating Program, Organization, and Network Effectiveness
- Implications
- Conclusion
- References
- Part Three Managing Nonprofit Operations
- Chapter 11 Social Entrepreneurship and Social Innovation.
- Social Entrepreneurship Is Responding to the "New Realities
- What Is Social Entrepreneurship?
- Toward a Shared Theory of Social Entrepreneurship
- The Process of Social Entrepreneurship: Creating Worthy Opportunities
- Strengthening the "Ecosystem" of Social Entrepreneurship
- Finding Key Leverage Points in the Ecosystem
- Conclusion
- Notes
- References
- Chapter 12 Social Enterprise and Nonprofit Ventures
- Culture and the Context of Social Enterprise
- Who Should Establish a Social Enterprise?
- Access to Knowledge and Expertise About Social Enterprise
- Structure Options for Social Enterprises
- Other Enterprise Options
- Enterprise Planning
- Moving Forward
- References
- Chapter 13 Marketing for Nonprofit Organizations
- Key Concepts in Nonprofit Marketing
- A Strategic Approach to Marketing
- The Role of Data Analysis in Decision Making
- Segmentation and Target Marketing
- Competition, Positioning, and Branding
- Managing the Marketing Mix
- Product Marketing in the Nonprofit Sector
- Summary
- References
- Chapter 14 Advocacy, Lobbying, and Social Change
- The Role of Nonprofits in the Public Dialogue
- What Constitutes Advocacy?
- Building and Contributing to Social Change Movements
- Nonprofit Activism and the Law 1
- Nonprofit Nonpartisan Election Activities and the Law
- Build Advocacy Capacity
- Framework for Advocacy: A Pragmatic Approach to Advocacy and Lobbying
- Primary Advocacy Actions: Direct Lobbying, Grassroots Organizing, and Media Advocacy
- Evaluating Public Policy Advocacy, Lobbying, and Civic Engagement
- Advancing Advocacy as a Field
- Note
- References
- Chapter 15 Value Creation Through Collaboration
- The Value Creation Spectrum
- Collaborative Value Mindset
- Collaboration Stages
- Collaborative Value Creation Processes
- Collaborative Value Outcomes.
- Smart Collaborative Value Creation Practices
- Conclusion
- Note
- References
- Reference Resources
- Chapter 16 Outcome Assessment and Program Evaluation
- Planning the Process for Outcome Assessment
- Defining Program Goals
- Measuring Goals
- Data Collection, Analysis, and Reporting
- Two Approaches to Program Evaluation
- Who Does the Evaluation?
- Determining the Purpose of the Evaluation
- Process Evaluation
- Data Development, Report Writing, and Follow-Up
- Summary
- References
- Part Four Developing and Managing Nonprofit Financial Resources
- Chapter 17 Financial Leadership in Nonprofit Organizations
- Organizational Culture, Systems, and Skills to Support Financial Leadership
- Leading with a Long-Term Wealth Frame
- A Dynamic Modestly Profitable Program Portfolio
- From Planning to Deciding
- Conclusion
- References
- Chapter 18 Philanthropy and Fundraising: The Comprehensive Development Program
- The Philanthropic Environment and Context
- The Total Development Program
- Stewardship and Accountability
- Organizational Issues Impacting Fundraising
- Conclusion
- Note
- References
- Chapter 19 Nonprofit Finance: Developing Nonprofit Resources
- Sources of Nonprofit Income
- Economic Concepts Underlying Nonprofit Finance
- The Role of Different Forms of Nonprofit Income
- Portfolio Issues
- Conclusion
- References
- Chapter 20 Managing the Challenges of Government Contracts
- Background
- A Restructured Contracting Relationship
- Contracting as a Regime
- Strategic Management in an Era of Impact, Competition, and Accountability
- Innovation and Reform in Contracting
- Conclusion
- References
- Chapter 21 Tools and Techniques of Nonprofit Financial Management
- How to Avoid a Cash Shortage
- How to Prepare a Budget
- How to Use a Budget to Manage
- How to Achieve Long-Run Success.
- How Boards Should Oversee Finances
- Conclusion
- Reference Resources
- Notes
- References
- Part Five Leading and Managing People in Nonprofits
- Chapter 22 Effective Human Resource Management: Nonprofit Staffing for the Future
- Why Emphasize Recruitment and Retention?
- Human Resources Is a System, Not a Set of Tasks
- If You Build It, They Will Come (and Stay)
- First Things First: Make It Legal
- Putting It All Together: The Processes of Human Resources
- Retention Through Motivation
- Discharge, Layoffs, and Voluntary Turnover
- Make or Buy? Outsourcing Human Resources
- Summary: Effective Human Resource Practice
- References
- Chapter 23 Compensation: Total Rewards Programs in Nonprofit Organizations
- Total Rewards: Integral to Organizational Strategy
- Traditional Base Compensation Principles
- Incentive Pay in Nonprofits
- Executive Pay in Nonprofits
- Benefits
- Justifying Reward Costs to Directors
- Conclusion
- References
- Chapter 24 Designing and Managing Volunteer Programs
- Establishing the Rationale for Volunteer Involvement
- Involving Paid Staff in Volunteer Program Design
- Integrating the Volunteer Program into the Organization
- Creating Positions of Program Leadership
- Preparing Job Descriptions for Volunteer Positions
- Meeting the Needs of Volunteers
- Recruiting and Retaining Volunteers
- Managing Volunteers
- Evaluating and Recognizing Volunteer Effort
- Summary and Conclusion
- References
- Conclusion: The Future of Nonprofit Leadership and Management
- Name Index
- Subject Index
- EULA.
