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Summary:

"Understanding Nonprofit Organizations examines the most important issues that face today's leaders and managers of nonprofit organizations through the writing of scholars, consultants, and practicing executives. It focuses on governing, leading, and managing nonprofit organizations and how such organizations differ from both the public and private sectors. Each part opens with a framing essay that identifies the central themes and issues and summarizes the significance of the contribution that each piece makes to the development of knowledge in the field. Completely revised and updated, the third edition includes new articles on legal frameworks, philanthropy, managing volunteers and accountability, as well as an original essay on capacity building by Michele Cole. In addition, the third edition now features brand-new case studies adapted by C. Kenneth Meyer specifically for Understanding Nonprofit Organizations--making it an even more student-friendly text for graduate and upper-division undergraduate nonprofit organizations and management survey courses"-- [Provided by publisher]

Table of Contents:

• Machine generated contents note: Foreword
• David O. Renz
• Preface
• Part I. Governance of Nonprofit Organizations
• 1. Board of Directors.
• Stephen R. Block (1998)
• 2. Guide to Nonprofit Corporate Governance in the Wake of Sarbanes-Oxley
• American Bar Association, Coordinating Committee on Nonprofit Governance (2005)
• Case Study 1: Welcome to the Board of Directors
• Case Study 2: Unwelcome News
• Part II. The Legal Framework (Jared Bennett)
• 3. Organizational, Operational, and Related Tests and Doctrines
• Bruce R. Hopkins (2011)
• 4. Evaluating the Charitable Deduction and Proposed Reforms
• Roger Colinvaux, Brian Galle, Eugene Steuerle (2012)
• 5. Punctilios and Nonprofit Corporate Governance: A Comprehensive Look at Nonprofit Directors' Fiduciary Duties
• Thomas Lee Hazen & Lisa Love Hazen (2012)
• Case Study 3: Daughter Dearest
• Case Study 4: Conflicting Values
• Part III. Strategic Leadership

• 6. Executive Director.
• Stephen R. Block (1990)
• 7. When No One Is in Charge: The Meaning of Shared Power
• Barbara C. Crosby and John M. Bryson (2005)
• Case Study 5: The Downward Spiral of Founder's Hospital
• Case Study 6: Between a Rock and Boulder
• Part IV. Innovation and Capacity
• 8. Taking Social Entrepreneurship Seriously
• J. Gregory Dees (2007)
• 9. Measuring the Networked Nonprofit: Using Data to Change the World
• Beth Kanter and Katie Delahaye Paine (2012).
• Case Study 7: Creative Curmudgeonry
• Case Study 8: Introspection, Creativity and Cloud Computing
• Part V. Fund Development: Generating Revenues
• 10. Capacity Building: Strategies for Successful Fundraising
• Michele Cole (2014)
• 11. Analyzing the Dynamics of Funding: Reliability and Autonomy
• Jon Pratt (2004)
• 12. Foundations
• Elizabeth T. Boris (1998)
• Case Study 9: Ethical Considerations in Fundraising
• Case Study 10: The Selling of America
• Part VI. Philanthropy in Action
• 13. Philanthropic Social Ventures: A Framework and Profile of the Emerging Field
• Holona LeAnne Ochs (2012)
• 14. Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to
• Educate the World's Children
• John Wood (2006)
• Case Study 11: Growing Support Online One Meal at a Time
• Case Study 12: Volunteer and Donor Recruitment on Social Media
• Part VII. Contracts, Partners and Collaborations
• 15. A Manager's Guide to Choosing and Using Collaborative Networks
• H. Brinton Milward and Keith G. Provan (2006)
• 16. Paradoxes in the Management of Networks.
• Sonia M. Ospina and Angel Saz-Carranza (2010)
• Case Study 13: Printing, Politics and Personal Preferences
• Case Study 14: Show Me the Money
• Part VIII. Budgets, Financial Reports, and Management Control
• 17. The Underpinnings of Financial and Fiscal Operations
• Dale Swoboda and Georgalu Swoboda (2009)
• 18. Types of Nonprofit Income: Financial and Cash Management Considerations
• Murray Dropkin and Allyson Hayden (2001)
• Case Study 15: Throwing the First E-Stone
• Case Study 16: When the Funding Stops
• Part IX. Managing Volunteers
• 19. What is Volunteering?
• Marc A. Musick and John Wilson (2008)
• 20. It Ain't Natural: Toward a New (Natural) Resource Conceptualization for Volunteer Management
• Jeffrey L. Brudney and Lucas C.P.M. Meijs (2009)
• Case Study 17: Now You See 'Em, Now You Don't: Volunteers and Nonprofits
• Case Study 18: Turning the Tide: Transitioning From Volunteers to Paid Staff
• Part X. Accountability and Evaluation
• 21. Balancing Competing Accountability Requirements: Challenges in
• Performance Improvement of the Nonprofit Human Services Agency
• Seok-Eun Kim (2005)
• 22. Accountability Online: Understanding the Web-Based Accountability Practices of Nonprofit Organizations Accountability
• Gregory D. Saxton and Chao Guo (2011)
• Case Study 19: An Awareness Campaign
• Case Study 20: Technology and Transparency at the Museum.

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Contributors:

Ott, J. Steven

Dicke, Lisa A., 1960-

Languages:

English

Language Notes:

Item content: English

Subjects:

Nonprofit organizations — United States

Voluntarism — United States

Nonprofit organizations

Voluntarism

United States

General Notes:

Includes bibliographical references.

Physical Description:

xxi, 368 pages ; 26 cm

Call Numbers:

HD2769.2.U6 U53 2016

ISBNs:

9780813349619 (paperback)
0813349613 (paperback)

Library of Congress Control Numbers:

2015004074

OCLC Numbers:

902672228