Efnisyfirlit

• Title Page
• Copyright
• 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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