Strategic management in non-profit organizations : an administrator's handbook
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Bibliographic Information
Strategic management in non-profit organizations : an administrator's handbook
Quorum Books, 1990
- : lib. bdg., alk. paper
Available at / 22 libraries
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Nihon University College of International Relations Library図
: lib. bdg., alk. paper0336.1||H 4600083719
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Note
Includes bibliographies and index
Description and Table of Contents
Description
Administrators and directors of non-profit organizations (NPOs) face most of the same challenges and problems that confront their counterparts in profit making organizations. And while there are certain concepts of administration that are fairly universal in nature, they have to be applied sensitively to the unique situations facing every NPO. Author Robert D. Hay suggests that there is a body of knowledge that can be mastered by NPO managers that can transform a hit-or-miss approach into a professional method for achieving professional results within the context of each NPO's own unique environment, strengths and weaknesses, and managerial philosophy. Comprehensive in its approach, Strategic Management in Non-Profit Organizations covers not only the development of strategic management planning, but also its integration into the organization's operative functions, such as operations, marketing, personnel, and finance. A distinctive feature of the book is a self-management evaluation of various objectives, strategies, and policies of the various functions which each non-profit organization has to perform. The self-evaluations will aid administrators not only in making strategic decisions but also in evaluating the strengths and weaknesses of their performance in accomplishing the objectives.
The three introductory chapters of Part I provide essential background material on the nature of NPOs, the nature of management, and the nature of strategy. Part II is concerned with strategy formulation as it is conditioned by each NPO's specific philosophy and goals. Integrating the overall mission into the operative functions of any NPO--operations, marketing, personnel, and financing functions--is addressed in Part III. In strategy implementation, the focus of Part IV, the major emphasis is placed on the managerial functions which have to be performed: planning, acquiring, organizing, leading, coordinating, and evaluating. Based on 15 years of research of 65 different non-profit organizations, Strategic Management of Non-Profit Organizations is an in-depth response to the needs expressed by these organizations. This volume will be profitably read by all who have a vital interest in providing the services of NPOs as well as those associated with public agencies.
Table of Contents
Preface Introduction The Nature of Non-Profit Organizations The Nature of Management The Nature of Strategy Determinants of Strategy Formulation The Chief Executive Officer and Team of Managers The Mission and Related Objectives Administrator Appraisal of the NPO's External Environment Administrator Appraisal of the NPO's Internal Environment The Board of Directors Service-Market Match Strategies to Accomplish the NPO's Mission An External Client Evaluation of Strategies to Accomplish the NPO's Mission Maintenance of Market Share, Growth, and Profit Strategies Image, Survival, Quality of Life, and Other Strategies Strategy Integration into Organizational Functions Production/Operations Strategies to Accomplish NPO Objectives Operations and Purchasing Strategies Related to Other Objectives Marketing Strategies Market Mix Strategies--Service, Price, and Promotion Market Mix Strategies--Place, Personnel, and Pecuniary Personnel Objectives and Related Strategies Personnel Strategies for Volunteers Financial Strategies Accounting Implementation of Strategies Strategic Change Implementation Index
by "Nielsen BookData"
