The Jossey-Bass Handbook of Nonprofit Leadership and Management, Fourth Edition by Renz, David O. -- Read -- Imperial Library of Trantor

Index

Cover Title Page Copyright Table of Contents Figures, Tables, and Exhibits Figures Tables Exhibits The Contributors The Editor Introduction to the Fourth Edition

Intended Audience Overview of the Contents Acknowledgments

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 Conclusion Note References

Chapter 4: The Many Faces of Nonprofit Accountability

Accountability to Whom? Accountability for What? Accountability How? Discussion and Implications Conclusions Notes References

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 Conclusion Notes References

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 References

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 Summary References

Chapter 8: Strategic Management

Nonprofit Strategic Management Cycle Service and Resource Opportunities Delivery Systems and Capabilities Performance and Control Conclusion References

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 Summary References

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 Conclusion References

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 Conclusion Notes References

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 References

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 Summary References

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 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 Note References

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 Conclusion Note References Reference Resources

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 Summary References

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 Conclusion References

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 Conclusion Note References

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 Conclusion References

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 Conclusion References

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 Conclusion Reference Resources Notes References

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 References

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 Conclusion References

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 References

Conclusion: The Future of Nonprofit Leadership and Management

The Successful Nonprofit Leader and Manager of the Future Does Nonprofit Management Differ from For-Profit Management? Conclusion References

Name Index Subject Index End User License Agreement

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