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The Jossey-Bass Handbook of Nonprofit Leadership and Management brings together leading experts in the nonprofit and management fields to describe effective practice in all the important functions, processes, and strategies of nonprofit management. Based on the most current research, theory, and experience, this comprehensive edition offers useful advice for managing nonprofit organizations and addresses key aspects of practice such as board development, strategic planning, lobbying, marketing, fundraising, ...
The Jossey-Bass Handbook of Nonprofit Leadership and Management brings together leading experts in the nonprofit and management fields to describe effective practice in all the important functions, processes, and strategies of nonprofit management. Based on the most current research, theory, and experience, this comprehensive edition offers useful advice for managing nonprofit organizations and addresses key aspects of practice such as board development, strategic planning, lobbying, marketing, fundraising, volunteer management, financial management, risk management, and compensation and benefits.
New chapters include information and knowledge in areas that have developed and changed substantially since the second edition was published, including: social entrepreneurship, financial leadership and capital structure, demands for new levels of accountability and transparency, and the changing political and legal climate and context.
Praise for the third edition of the The Jossey-Bass Handbook of Nonprofit Leadership and Management
"To leaders and educators in the nonprofit sector, this edition takes the volume to a new level. The new chapters on accountability, finance, and social entrepreneurship are timely additions that bring even greater depth and value to this impressive collection. This is an essential book for every nonprofit leader's bookshelf."—Patrick Rooney, executive director, Center on Philanthropy at Indiana University
"Loaded with managerial best practices, illustrative examples, and tips for running an effective operation, the Handbook is a must read for seasoned and fledgling nonprofit leaders alike."—Kathleen P. Enright, president and CEO, Grantmakers for Effective Organizations
"This handbook is a masterpiece of grounded scholarship about the nonprofit sector. No faddish jargon here but a strong, clear description of how things really work in this sector. I'm certain readers will find themselves, even years later, remembering this insight or that framework that helps make sense of even the most confounding and delicate of situations... and there are plenty of those to go around."—Ruth McCambridge, editor-in-chief, The Nonprofit Quarterly
Introduction to the Third Edition (David O. Renz)
Part One: The Context and Institutional Setting of the Nonprofit Sector.
Chapter 1: Historical Perspectives on Nonprofit Organizations in the United States (Peter Dobkin Hall).
Chapter 2: The Legal Framework for the Nonprofit Sector in the United States (Bruce Hopkins and Virginia Gross).
Chapter 3: The Changing Context of American Nonprofit Management (Lester M. Salamon).
Chapter 4: The Many Faces of Nonprofit Accountability (Alnoor Ebrahim).
Part Two: Leading and Governing Nonprofit Organizations.
Chapter 5: Board Leadership and Development (David O. Renz).
Chapter 6: Executive Leadership (Robert D. Herman).
Chapter 7: Ethical Nonprofit Management (Thomas H. Jeavons).
Chapter 8: Strategic Management (William Brown).
Chapter 9: Strategic Planning and the Strategy Change Cycle (John M. Bryson).
Chapter 10: Social Entrepreneurship and Social Enterprise (Matthew Nash).
Part Three: Managing Nonprofit Operations.
Chapter 11: Marketing (Brenda Gainer).
Chapter 12: Strategic Communication (Kathleen Bonk).
Chapter 13: Advocacy, Lobbying, and Social Change (Marcia Avner).
Chapter 14: Collaboration and Strategic Alliances (John A. Yankey and Carol K. Willen).
Chapter 15: Outcome Assessment and Program Evaluation (John Clayton Thomas).
Chapter 16: Assessing Nonprofit Organization Effectiveness (Vic Murray).
Part Four: Developing and Managing Nonprofit Financial Resources.
Chapter 17: Financial Leadership (Jeanne Bell).
Chapter 18: Nonprofit Finance (Dennis R. Young).
Chapter 19: Designing and Managing the Fund Raising Program (Robert E. Fogal).
Chapter 20: Social Enterprise and Nonprofit Ventures (Scott T. Helm).
Chapter 21: Managing the Challenge of Government Contracts (Steven Rathgeb Smith).
Chapter 22: Financial Management and Accounting (David W. Young).
Chapter 23: Risk Management (Melanie Lockwood Herman).
Part Five: Leading and Managing People in Nonprofits.
Chapter 24: Effective Human Resource Management (Mary R. Watson and Rickki Abzug).
Chapter 25: Total Rewards Programs and Nonprofit Compensation (Nancy E. Day).
Chapter 26: Leading and Managing Volunteers (Jeffrey L. Brudney).
Conclusion: The Future of Nonprofit Leadership and Management (David O. Renz).
Posted June 1, 2012
Posted May 18, 2012
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