High Performance Nonprofit Organizations / Edition 1by Christine W. Letts, William P. Ryan, Allen Grossman
Pub. Date: 10/28/1998
Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for… See more details below
Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high performance organizationsnonprofits that are capable of creating sustained, effective impact. That requires reversing decades of underinvestment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high performance organizations. Drawing on management techniques used by successful managers in both businesses and nonprofits, High Performance Nonprofit Organizations outlines approaches that nonprofits can use to build their capacity for learning, innovating, ensuring quality, and motivating staff. Illustrated with case studies and examples, the book outlines processes for achieving these goals, including:
- human resources managementto attract and develop employees truly in synch with an organization’s mission
- benchmarkingto identify practices that best meet a nonprofit’s needs
- responsiveness and quality systemsto continuously review and upgrade quality of service
- product developmentto tap the talents of every employee to create effective programs
- Publication date:
- Wiley Nonprofit Law, Finance and Management Series, #119
- Sales rank:
- Product dimensions:
- 6.46(w) x 9.13(h) x 0.82(d)
Table of Contents
CONNECTING ORGANIZATIONAL CAPACITY, PERFORMANCE, AND SOCIAL IMPACT.
Organizational Performance: The Hidden Engine of Social Impact.
Cross-Sector Lessons on Organizational Capacity.
BUILDING THE ORGANIZATIONAL CAPACITY THAT LEADS TO HIGH PERFORMANCE.
Quality Processes: Advancing Mission by Meeting Client Needs.
Product Development: Better Ideas and Better Implementation.
Benchmarking: An Organizational Process That Links Learning and Results.
Human Resources: Developing Employees to Advance Organizational Goals.
MOBILIZING STAKEHOLDERS FOR HIGH PERFORMANCE.
The Nonprofit Board: Creating a Culture of Performance.
The National Office: Leading Program Expansion by Supporting High Performance.
Virtuous Capital: Investing in Performance.
Building a Nonprofit Agenda for Performance.
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