Artful leadership : managing stakeholder problems in nonprofit arts organizations
著者
書誌事項
Artful leadership : managing stakeholder problems in nonprofit arts organizations
（IU Center on Philanthropy series in governance / James R. Wood and Dwight F. Burlingame, editors）
Indiana University Press, c1996
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注記
Includes bibliographical references (p. 103-108) and index
内容説明・目次
内容説明
" . . . shows an organic connection that joins problem context, problem type, and problem solution in a single process of problem management . . . this book is an excellent primer on method in its economy and precision and in its consistent progress from presentation of concept, to cogent analysis of data, and back to concept." -Nonprofit and Voluntary Sector Quarterly
Nonprofit organizations sometimes face problems with stakeholders, and the organization's manager must then decide how to respond. In this study, Mary Tschirhart addresses three questions: What types of problems do managers experience with their organizational stakeholders? What are their responses to these problems? What governs the use of different responses?
目次
I. Managing Relationships with Stakeholders
Organization and Stakeholder Congruence
Types of Problems with Stakeholders Experienced by Organizations
Benefits of Studying Congruence Problems
Responses to Problems with Stakeholders
Other Organizational Literature Offering Stakeholder-Management Frameworks
Literature Related to Stakeholder Management by Nonprofit Organization Scholars
Summary
II. Predicting Responses to Problems with Stakeholders
Influence of Stakeholder Importance on Responses to Problems
Influence of Stakeholder's Decision-Making Authority on Responses to Problems
Influence of Stakeholder's Information on Responses to Problems
Influence of Stakeholder's Interaction on Responses
Influence of a Mission Threat on Responses to Problems
Influence of Artistic Quality Concerns on Response to Problems
Influence of Organizational Age on Responses to Problems
Influence of Organizational Size on Responses to Problems
Influence of Problem Seriousness on Responses
Summary of Hypotheses
The Scanning, Interpreting, and Responding Process
Summary
III. Finding Patterns in the Management of Problems
Correlations amoung the Responses
Correlations amoung the Predictors
When do Organizations Adapt in Response to Problems with Stakeholders?
When Do Organization Leaders Try To Change Stakeholders?
When Do Organizations Cut or Weaken Ties to Stakeholders?
When Do Leaders Misrepresent or Conceal Information in Response to Problems with Stakeholders?
Refining the Stakeholder Management Model
Consequences of the Responses
Summary
IV. Exploring Challenges Associated with Stakeholder Groups
Stakeholder Mapping
Issues and Responses for Key Stakeholder Groups
Problems with Board Members
Summary
V. Artful Leadership
The Deliberate and Emergent Nature of Problem Management
Statements of Values and Goals for Stakeholder Relationships
Analysis of History of Problems with Stakeholders and Relevant Trends
Goals and Responsibilities Guiding the Problem Management
Leader's Network Perspective
Applicability of the Problem Management Model to Other Fields and Sectors
The Practice of Artful Leadership
Appendix A Study Methodology
Appendix B
Appendix C
References
Index
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