Managing Nonprofit Organizations

<p>Acknowledgments ix</p>
<p>The Authors xiii</p>
<p>PART ONE: UNDERSTANDING, ENVISIONING, AND CREATING 1</p>
<p>1 Understanding Nonprofi t Organizations 3</p>
<p>2 Effective and Ethical Organizations 11</p>
<p>3 Founding Nonprofi ts and the Business Case 33</p>
<p>4 Organizational Structure 60</p>
<p>PART TWO: STRATEGIZING, RESOURCING, AND ALIGNING 83</p>
<p>5 Formulation of Strategy 85</p>
<p>6 Resource Acquisition 111</p>
<p>7 Financial Stewardship and Management 140</p>
<p>8 Marketing 168</p>
<p>PART THREE: LEADING, MANAGING, AND DELIVERING 199</p>
<p>9 Boards and Governance 201</p>
<p>10 Executive Directors and Leadership 228</p>
<p>11 Strategic Human Resource Management 255</p>
<p>12 Motivation and Performance 280</p>
<p>PART FOUR: EVALUATING, CONNECTING, AND ADAPTING 299</p>
<p>13 Program Evaluation 301</p>
<p>14 Public and Government Relations 327</p>
<p>15 Partnerships, Alliances, and Affi liations 356</p>
<p>16 Organizational Change and Innovation 384</p>
<p>17 The Future of Nonprofi t Leadership and Management 418</p>
<p>Appendix: Mapping of Chapter Content to NACC Guidelines for Study in Nonprofi t Leadership, the Nonprofi t Sector, and Philanthropy 425</p>
<p>Notes 429</p>
<p>Index 469</p>