Explores how to tap into the universal power of expressive behavior to maximize nonprofit organizational performance. Explains how expressive behavior functions within organizations and offers practical advice on developing fundamental skills--such as team-building and planning--that will enhance organizational results. This highly readable book combines references to scholarly literature with down-to-earth examples, giving practical suggestions for unleashing the powerful force of expressive energy.Applies sound concepts to effective management and leadership practice to equip executives, board members, and volunteer leaders with conceptual and practical tools for reaching their organizational goals.
An expansive discussion of the most current scholarship, theory, and best-practices in the field of nonprofit leadership and management In the newly revised fifth edition of The Jossey-Bass Handbook of Nonprofit Leadership and Management, veteran nonprofit leader and researcher Dr. David Renz, along with co-authors Fredrik Andresson and William Brown, deliver a comprehensive and up-to-date account of the research, theory, and practices influencing contemporary nonprofit organizations. The book contains a particular focus on the unique challenges confronting all modern nonprofit leaders, including the concept of accountability and the pressure to demonstrate concrete outcomes and results during a time of extreme economic challenge. The editor includes original contributions from 28 of the sector’s leading voices, on everything from the institutional context in which nonprofits operate to the effective recruitment, selection, retention, and management of staff and volunteers. You’ll also discover: Substantial updates and revisions to rapidly evolving subjects, including diversity, equity, and inclusion at nonprofits, social entrepreneurship, and financial leadership Expansive exploration of the transformed political-legal climate and context in which nonprofits operate In-depth consideration of the management of relationships with internal and external stakeholders and constituents Perfect for leaders, educators, researchers, managers, and students of contemporary nonprofit leadership and management, The Jossey-Bass Handbook of Nonprofit Leadership and Management is an invaluable, one-stop resource for sitting board members and engaged volunteers at forward-looking nonprofit organizations.
This is the Third Edition of the bestselling nonprofit management reference and text called the "big green book." Based on updated research, theory, and experience, this comprehensive edition offers practical advice on managing nonprofit organizations and addresses key aspects such as board development, strategic planning, lobbying, marketing, fundraising, volunteer management, financial management, risk management, and compensation and benefits. New chapters cover developments in such areas as social entrepreneurship, financial leadership and capital structure, accountability and transparency, and the changing political-legal climate. It includes an instructor's manual.
Nonprofit organizations need smart, informed managers. This comprehensive introductory textbook aims to expose students to the range of responsibilities expected from modern nonprofit organizations and their boards, executive management, frontline staff, and community volunteers. Section 1 focuses on the characteristics of a nonprofit organization, with an explanation of the specific attributes of both charitable and member-serving nonprofits. It considers the historical development of the nonprofit sector as a whole and of the human services subsector in particular, culminating with a review of the political and economic climate in which nonprofits operate. Section 2 considers theories of leadership. The multiple roles of the nonprofit professional leader are delineated, to recognize that the same person may serve as manager and administrator, motivated by different priorities when functioning in each capacity. Ethical issues are also considered, along with the theoretical and practical aspects of decision-making, and the relationship between organizational culture and organizational change. Sections 3 and 4 address the specific skills of the nonprofit leader involved in securing material resources and managing human resources, respectively. The book concludes with a focus on the role of volunteers and the need for organizations to provide them good experiences if they want volunteers to keep coming back. Featuring an extended case study, this book is a useful guide for students and professionals new to the workplace on topics such as successfully managing change, strengthening programs, nurturing a dynamic board of directors, diversifying revenues, and building a strong, committed staff and volunteer corps.
This guide provides over 300 pages of resources suggested by leadership educators in surveys, Center for Creative Leadership staff, and search of library resources. This eighth edition is half-new, including web sites and listserv discussion groups, and it places a stronger focus on meeting the needs of human resources professionals and corporate trainers. An annotated bibliography groups leadership materials in several broad categories: overview; in context; history, biography and literature; competencies; research, theories, and models; training and development; social, global, and diversity issues; team leadership; and organizational leadership (180 pages). Includes annotated lists of: journals and newsletters (9 pages); instruments (21 pages); exercises (41 pages); instrument and exercise vendors (5 pages); videos (29 pages); video distributors (4 pages); web sites (6 pages); organizations (21 pages); and conferences (9 pages). (Contains a 66-page index of all resources.) (TEJ)
Focusing on nonprofits' growing dependence on public funding, their tendency toward political polarization, their often idiosyncratic missions, and their increasing commercialism, Peter Frumkin argues that the long-term challenges facing nonprofit organizations will be solved only when they achieve greater balance among their four central functions. Probing foundational thinking as well as emergent ideas, the book is an essential guide for nonprofit novices and experts alike who want to understand the issues propelling public debate about the future of their sector.
Popular calls to transform our current welfare system and supplant it with effective and inexpensive faith-based providers are gaining political support and engendering heated debate about the separation of church and state. Yet we lack concrete information from which to anticipate how such initiatives might actually work if adopted. Despite the assumption that congregations can help many needy people in our society, it remains to be seen how extensive they wish their involvement to be, or if they have the necessary tools to become significant providers in the social service arena. Moreover, how will such practices, which will move faith-based organizations towards professionalization, ultimately affect the spirit of volunteerism now prevalent in America's religious institutions? We lack sufficient knowledge about congregational life and its ability to play a key role in social service provision. The Invisible Caring Hand attempts to fill that void. Based on in-depth interviews with clergy and lay leaders in 251 congregations nationwide, it reveals the many ways in which congregations are already working, beneath the radar, to care for people in need. This ground-breaking volume will provide much-sought empirical data to social scientists, religious studies scholars, and those involved in the debates over the role of faith-based organizations in faith-based services, as well as to clergy and congregation members themselves.
Though privately controlled, foundations perform essential roles that serve society at large. They spearhead some of the world's largest and most innovative initiatives in science, health, education, and the arts, fulfilling important needs that could not be addressed adequately in the marketplace or the public sector. Still, many people have little understanding of what foundations do and how they continue to earn public endorsement. The Legitimacy of Philanthropic Foundations provides a thorough examination of why foundations exist and the varied purposes they serve in contemporary democratic societies. The Legitimacy of Philanthropic Foundations looks at foundations in the United States and Europe to examine their relationship to the state, the market, and civil society. Peter Frumkin argues that unlike elected officials, who must often shy away from topics that could spark political opposition, and corporate officers, who must meet bottom-line priorities, foundations can independently tackle sensitive issues of public importance. Kenneth Prewitt argues that foundations embody elements of classical liberalism, such as individual autonomy and limited government interference in private matters and achieve legitimacy by putting private wealth to work for the public good. Others argue that foundations achieve legitimacy by redistributing wealth from the pockets of rich philanthropists to the poor. But Julian Wolpert finds that foundations do not redistribute money directly to the poor as much as many people believe. Instead, many foundations focus their efforts on education, health, and scientific research, making investments that benefit society in the long-term, and focusing on farsighted issues that a myopic electorate would not have patience to permit its government to address. Originating from private fortunes but working for the public good, independently managed but subject to legal prescriptions, philanthropic foundations occupy a unique space somewhere between the public and private sectors. The Legitimacy of Philanthropic Foundations places foundations in a broad social and historical context, improving our understanding of one of society's most influential—and least understood—organizational forms.
Leading scholars examine how the church, community organizations, and the government must work together to provide for America's poor in the aftermath of welfare reform. . Who will provide for Americas children, elderly, and working families? Not since the 1930s has our nation faced such fundamental choices over how to care for all its citizens. Now, amid economic prosperity, Americans are asking what government, business, and non-profit organizations can and can’t do and what they should and shouldn’t be asked to do. As both political parties look to faith-based organizations to meet material and spiritual needs, the center of this historic debate is the changing role of religion. These essays combine a fresh perspective and detailed analysis on these pressing issues. They emerge from a three-year Harvard Seminar sponsored by the Center for the Study of Values in Public Life that brought together scholars in public policy, government, religion, sociology, law, education, and non-profit leadership. By putting the present moment in broad historical perspective, these essays offer rich insights into the resources of faith-based organizations, while cautioning against viewing their expanded role as an alternative to the government’s responsibility. In Who Will Provide? community leaders, organizational managers, public officials, and scholars will find careful analysis drawing on a number of fields to aid their work of devising better partnerships of social provision locally and nationally. It was named a Choice Outstanding Academic Book of 2001..
Friendly social relations during free time, referred to here as leisure-based sociability, constitute a prominent reward of participation in groups based on voluntary membership, consisting for this review mainly of amateurs, hobbyists, volunteers, and their associations. This benefit is analyzed according to two subtypes: sociable nonprofit associations and social clubs. The goal of this issue of the Voluntaristics Review is to examine the leisure component of these two subtypes as framed in the serious leisure perspective (SLP), put nonprofit sociability in organizational context, and then review the empirical literature bearing on it. Excluded are the studies and theoretic treatises approaching nonprofit groups from another angle (e.g., organizational structure, management issues, funding sources, governmental regulation, type of employment). Specifically, this review centers on the relevant publications listed in the SLP website bearing on amateurs, hobbyists, and career volunteers (the serious pursuits), casual leisure, and project-based interests. It includes several extensions of the theory and research on leisure-related aspects of aging and retirement, arts and science administration, library and information science, positive psychology, therapeutic recreation and disability studies, and tourism and event analysis. Compared with the specialties in leisure studies, the SLP casts by far the broadest theoretical and empirical net in that interdisciplinary field. The research reviewed shows that such talk—generically known as socializing—reflects one or more of 14 themes. In general, members find sociability in these clubs and associations in and around the core activities they pursue there and on which the two subtypes have formed. The studies reviewed, taken together, provide considerable validation of the proposition that leisure-based sociability is a prominent reward of participating in a multitude of volunteer groups. Leisure-based sociability is essentially micro-analytic, but when viewed through the lens of the SLP, it can be further understood using meso and macro levels of analysis.
