The Jossey-Bass handbook of nonprofit leadership and management / David O. Renz [editor], Robert D. Herman, Editor Emeritus.

Format:

Book

Contributor:

Renz, David O. (David Owen), editor.

Herman, Robert D., 1946- editor.

Series:

Essential Texts for Nonprofit and Public Leadership and Management

THEi Wiley ebooks.

THEi Wiley ebooks

Language:

English

Subjects (All):

Nonprofit organizations--Management.

Nonprofit organizations.

Physical Description:

1 online resource (818 p.)

Edition:

4th ed.

Place of Publication:

Hoboken : Jossey-Bass, 2016.

System Details:

Access using campus network via VPN at home (THEi Users Only).

Summary:

The go-to nonprofit handbook, updated and expanded for today's leader The Jossey-Bass Handbook of Nonprofit Leadership and Management is the bestselling professional reference and leading text on the functions, processes, and strategies that are integral to the effective leadership and management of nonprofit and nongovernmental organizations. Now in its fourth edition, this handbook presents the most current research, theory, and practice in the field of nonprofit leadership and management. This practical, relevant guide is invaluable to the effective practice of nonprofit leadership and management, with expanded attention to accountability, transparency, and organizational effectiveness. It also extensively covers the practice of social entrepreneurship, presented via an integrative perspective that helps the reader make practical sense of how to bring it all together. Nonprofit organizations present unique opportunities and challenges for meeting the needs of societies and their communities, yet nonprofit management is more complex and challenging than ever. This Handbook provides a framework to help you lead and manage efficiently and effectively in this new environment. Building on solid current scholarship, the handbook provides candid, practical guidance from nationally-recognized leaders who share their insights on: The relationship between board performance and organizational effectiveness Managing internal and external stakeholder relationships Financial viability and sustainability and how to enhance both for the long term Strategies to successfully attract, retain, and mobilize the very best of staff and volunteers The fourth edition of the handbook also includes content relevant to associations and membership organizations. The content of the handbook is supplemented and enriched by an extensive set of online supplements and tools, including reading lists, web references, checklists, PowerPoint slides, discussion guides, and sample exams. Running your nonprofit or nongovernmental organization effectively in today's complex and challenging environment demands more knowledge and skill than ever, deployed in a thoughtful and pragmatic way. Grounded in the most useful modern scholarship and theory, and explained from the perspective of effective practice, The Jossey-Bass Handbook of Nonprofit Leadership and Management is a pivotal resource for successful nonprofit leaders in these turbulent times.

Contents:

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

Note

Chapter 4 The Many Faces of Nonprofit Accountability

Accountability to Whom?

Accountability for What?

Accountability How?

Discussion and Implications

Conclusions

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

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

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

Chapter 8 Strategic Management

Nonprofit Strategic Management Cycle

Service and Resource Opportunities

Delivery Systems and Capabilities

Performance and Control

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Conclusion: The Future of Nonprofit Leadership and Management

Name Index

Subject Index

EULA.

Notes:

Includes bibliographical references at the end of each chapters and indexes.

Description based on print version record.

ISBN:

1-118-85294-X

1-118-85286-9

1-119-17655-7

OCLC:

953387315