Managing the non-profit organization : practices and principles

著者

書誌事項

Managing the non-profit organization : practices and principles

Peter F. Drucker ; including interviews with Frances Hesselbein ... [et al.]

Butterworth-Heinemann, 1992

Paperback ed.

  • : [pbk]

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注記

Includes index

内容説明・目次

巻冊次

ISBN 9780750608336

内容説明

Aimed specifically at decision-makers and managers working in non-profit-making and charitable organizations, this book helps them apply the principles of good management to their sector. Drawing from the American experience, Drucker illustrates his discussion of management by quoting interviews with top executives from non-profit organizations. The issues of mission, performance, people and relationships, leadership and developing managers are discussed, and Drucker provides action implications throughout the book which are of practical importance to the reader.

目次

  • The mission comes first - commitment/leadership/goals
  • from mission to performance - effective strategies for marketing, innovation and fund development
  • managing for performance
  • people and relationships - your staff, your board, your volunteers, your community
  • developing yourself - as a person, as an executive, as a leader.
巻冊次

: [pbk] ISBN 9780750626910

内容説明

A Drucker management classic, first published in 1990, which breaks down any narrow definition of management and is aimed specifically at decision-makers and managers working in non-profit making and charitable organizations to help them apply the principles of good management to their sector. Drawing from the American experience, Drucker poignantly illustrates his discussion of management by quoting his in-depth interviews with top executives from non-profit making organizations. The issues of mission, performance, people and relationships, leadership and developing managers are eloquently discussed and Drucker provides Action Implications throughout the book which are of practical importance to the reader.

目次

  • Preface
  • The mission comes first: and your role as a leader
  • From mission to performance: effective strategies for marketing, innovation, and fund development
  • Managing for performance: how to define it/ how to measure it
  • People and relationships: your staff, your board, your volunteers, your community
  • Developing yourself: as a person, as an executive, as a leader
  • Index.

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