Understanding nonprofit organizations : governance, leadership, and management
著者
書誌事項
Understanding nonprofit organizations : governance, leadership, and management
Westview Press, [2016]
3rd ed
注記
Includes bibliographical references
内容説明・目次
内容説明
Understanding Nonprofit Organizations examines the most important issues that face today's leaders and managers of nonprofit organizations through the writing of scholars, consultants, and practicing executives. It focuses on governing, leading, and managing nonprofit organizations and how such organizations differ from both the public and private sectors. Each part opens with a framing essay that identifies the central themes and issues and summarizes the significance of the contribution that each piece makes to the development of knowledge in the field.
Completely revised and updated, the third edition includes new articles on legal frameworks, philanthropy, managing volunteers and accountability, as well as an original essay on capacity building. In addition, the third edition features new, thought-provoking case studies by C. Kenneth Meyer-making it an even more student-friendly text for graduate and upper-division undergraduate nonprofit organizations and management survey courses.
目次
Foreword David O. Renz
Preface
Part I. Governance of Nonprofit Organizations
1. Board of Directors Stephen R. Block (1998)
2. Guide to Nonprofit Corporate Governance in the Wake of Sarbanes-Oxley American Bar Association, Coordinating Committee on Nonprofit Governance (2005)
Meyer: Case 1: Welcome to the Board of Directors
Meyer: Case 2: Unwelcome News
Part II. The Legal Framework Jared Bennett
3. Organizational, Operational, and Related Tests and Doctrines Bruce R. Hopkins (2011)
4. Evaluating the Charitable Deduction and Proposed Reforms Roger Colinvaux, Brian Galle, Eugene Steuerle (Urban Institute, June 2012)
5. Punctilios and Nonprofit Corporate Governance--A Comprehensive Look at Nonprofit Directors' Fiduciary Duties Thomas Lee Hazen & Lisa Love Hazen (2012)
Meyer: Case 3: Daughter Dearest
Meyer: Case 4: Conflicting Values
Part III. Strategic Leadership
6. Executive Director Stephen R. Block (1990)
7. When No One Is in Charge: The Meaning of Shared Power Barbara C. Crosby and John M. Bryson (2005)
Meyer: Case 5: The Downward Spiral of Founder's Hospital
Meyer: Case 6: Between a Rock and Boulder
Part IV. Innovation and Capacity
8. Taking Social Entrepreneurship Seriously J. Gregory Dees (2007)
9. Measuring the Networked Nonprofit: Using Data to Change the World Beth Kanter and Katie Delahaye Paine (2012)
Meyer: Case 7: Creative Curmudgeonry
Meyer: Case 8: Introspection, Creativity and Cloud Computing
Part V. Fund Development: Generating Revenues
10. Capacity Building: Strategies for Successful Fundraising Michele Cole (2014)
11. Analyzing the Dynamics of Funding: Reliability and Autonomy Jon Pratt (2004)
12. Foundations Elizabeth T. Boris (1998)
Meyer: Case 9: Ethical Considerations in Fundraising
Meyer: Case 10: The Selling of America
Part VI. Philanthropy in Action
13. Philanthropic Social Ventures: A Framework and Profile of the Emerging Field Holona LeAnne Ochs (2012).
14. Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to Educate the World's Children John Wood (2006)
Meyer: Case 11: Growing Support Online One Meal at a Time
Meyer: Case 12: Volunteer and Donor Recruitment on Social Media
Part VII. Contracts, Partners and Collaborations
15. A Manager's Guide to Choosing and Using Collaborative Networks H. Brinton Milward and Keith G. Provan (2006)
16. Paradoxes in the Management of Networks Sonia M. Ospina and Angel Saz-Carranza (2010)
Meyer: Case 13: Printing, Politics and Personal Preferences
Meyer: Case 14: Show Me the Money
Part VIII. Budgets, Financial Reports, and Management Control
17. The Underpinnings of Financial and Fiscal Operations Dale Swoboda and Georgalu Swoboda (2009)
18. Types of Nonprofit Income: Financial and Cash Management Considerations Murray Dropkin and Allyson Hayden (2001)
Meyer: Case 15: Throwing the First E-Stone
Meyer: Case 16: When the Funding Stops
Part IX. Managing Volunteers
19. What is Volunteering? Marc A. Musick and John Wilson (2008)
20. It Ain't Natural: Toward a New (Natural) Resource Conceptualization for Volunteer Management Jeffrey L. Brudney and Lucas C.P.M. Meijs (2009)
Meyer: Case 17: Now You See 'Em, Now You Don't: Volunteers and Nonprofits
Meyer: Case 18: Turning the Tide: Transitioning From Volunteers to Paid Staff
Part X. Accountability and Evaluation
21. Balancing Competing Accountability Requirements: Challenges in Performance Improvement of the Nonprofit Human Services Agency Seok-Eun Kim (2005)
22. Accountability Online: Understanding the Web-Based Accountability Practices of Nonprofit Organizations Accountability Gregory D. Saxton and Chao Guo (2011)
Meyer: Case 19: An Awareness Campaign
Meyer: Case 20: Technology and Transparency at the Museum
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