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Figures, Tables, and Exhibits
by David O. Renz
The Jossey-Bass Handbook of Nonprofit Leadership and Management, 4th Edition
Title Page
Copyright
Figures, Tables, and Exhibits
Figures
Tables
Exhibits
The Contributors
The Editor
Introduction to the Fourth Edition
Intended Audience
Overview of the Contents
Acknowledgments
Part One: The Context and Institutional Setting of the Nonprofit Sector
Chapter 1: Historical Perspectives on Nonprofit Organizations in the United States
Associations in Early America
Voluntary Associations in the New Republic, 1780–1830
Nation Building, 1860–1920
New Charitable Vehicles, 1890–1930
Big Government, the Nonprofit Sector, and the Transformation of Public Life, 1930–1980
The Conservative Revolution and the Nonprofit Sector, 1980–2000
The New Century and the Transformation of Philanthropy
The Nonprofit Sector and the Global Challenge
Conclusion
Notes
References
Chapter 2: The Legal Framework of the Nonprofit Sector in the United States
Nonprofit Organizations
Tax-Exempt Organizations
Categories of Tax-Exempt Organizations
Tax-Exempt Organizations Law Basics
Public Charities and Private Foundations
Governance
Developments in Nonprofit Governance
Unrelated Business Rules
Subsidiaries
Joint Ventures
Other Aspects of Law of Exempt Organizations
Organization of IRS
Reference Resources
Chapter 3: The Changing Context of Nonprofit Management in the United States
Introduction
The Nonprofit Sector in America
Big Questions for Nonprofit Leaders
Challenges and Opportunities for the Future
Conclusion
Note
References
Chapter 4: The Many Faces of Nonprofit Accountability
Accountability to Whom?
Accountability for What?
Accountability How?
Discussion and Implications
Conclusions
Notes
References
Part Two: Leading and Governing Nonprofit Organizations
Chapter 5: Leadership, Governance, and the Work of the Board
The Legal Dimensions of Board Work
The Legal Responsibilities of the Individual Board Member
Governance, Strategy, and the Work of the Board
The Work of Individual Board Members
Characteristics of Typical Nonprofit Boards
Building Board Capacity to Serve
The Board Builder's Challenge: Taking the Long-Term Developmental Perspective
Conclusion
Notes
References
Chapter 6: Executive Leadership
Executive Centrality
Board-Centered Leadership Skills of Chief Executives
Leadership Across the Boundaries: Impact in the External World
Using the Political Frame
Summary
References
Chapter 7: Ethical Nonprofit Management: Core Values and Key Practices
Chapter Overview
What Are “Ethics”?
Professional Ethics
Misunderstanding Professional Ethics
Core Values for the Voluntary Sector
Ethical Management in Ethical Organizations
From Ideals to Operative Values
Creating and Maintaining a Culture of Integrity
Summary
References
Chapter 8: Strategic Management
Nonprofit Strategic Management Cycle
Service and Resource Opportunities
Delivery Systems and Capabilities
Performance and Control
Conclusion
References
Chapter 9: Strategic Planning and the Strategy Change Cycle
A Ten-Step Strategic Planning Process
Tailoring the Process to Specific Circumstances
Roles for Planners, Decision Makers, Implementers, and Citizens
Summary
References
Chapter 10: Understanding Nonprofit Effectiveness
Theoretical Perspectives on Nonprofit Organizational Effectiveness
Key Insights on Organizational Effectiveness
Type of Organization Makes a Difference
Differentiating Program, Organization, and Network Effectiveness
Implications
Conclusion
References
Part Three: Managing Nonprofit Operations
Chapter 11: Social Entrepreneurship and Social Innovation
Social Entrepreneurship Is Responding to the “New Realities”
What Is Social Entrepreneurship?
Toward a Shared Theory of Social Entrepreneurship
The Process of Social Entrepreneurship: Creating Worthy Opportunities
Strengthening the “Ecosystem” of Social Entrepreneurship
Finding Key Leverage Points in the Ecosystem
Conclusion
Notes
References
Chapter 12: Social Enterprise and Nonprofit Ventures
Culture and the Context of Social Enterprise
Who Should Establish a Social Enterprise?
Access to Knowledge and Expertise About Social Enterprise
Structure Options for Social Enterprises
Other Enterprise Options
Enterprise Planning
Moving Forward
References
Chapter 13: Marketing for Nonprofit Organizations
Key Concepts in Nonprofit Marketing
A Strategic Approach to Marketing
The Role of Data Analysis in Decision Making
Segmentation and Target Marketing
Competition, Positioning, and Branding
Managing the Marketing Mix
Product Marketing in the Nonprofit Sector
Summary
References
Chapter 14: Advocacy, Lobbying, and Social Change
The Role of Nonprofits in the Public Dialogue
What Constitutes Advocacy?
Building and Contributing to Social Change Movements
Nonprofit Activism and the Law
Nonprofit Nonpartisan Election Activities and the Law
Build Advocacy Capacity
Framework for Advocacy: A Pragmatic Approach to Advocacy and Lobbying
Primary Advocacy Actions: Direct Lobbying, Grassroots Organizing, and Media Advocacy
Evaluating Public Policy Advocacy, Lobbying, and Civic Engagement
Advancing Advocacy as a Field
Note
References
Chapter 15: Value Creation Through Collaboration
The Value Creation Spectrum
Collaborative Value Mindset
Collaboration Stages
Collaborative Value Creation Processes
Collaborative Value Outcomes
Smart Collaborative Value Creation Practices
Conclusion
Note
References
Reference Resources
Chapter 16: Outcome Assessment and Program Evaluation
Planning the Process for Outcome Assessment
Defining Program Goals
Measuring Goals
Data Collection, Analysis, and Reporting
Two Approaches to Program Evaluation
Who Does the Evaluation?
Determining the Purpose of the Evaluation
Process Evaluation
Data Development, Report Writing, and Follow-Up
Summary
References
Part Four: Developing and Managing Nonprofit Financial Resources
Chapter 17: Financial Leadership in Nonprofit Organizations
Organizational Culture, Systems, and Skills to Support Financial Leadership
Leading with a Long-Term Wealth Frame
A Dynamic Modestly Profitable Program Portfolio
From Planning to Deciding
Conclusion
References
Chapter 18: Philanthropy and Fundraising: The Comprehensive Development Program
The Philanthropic Environment and Context
The Total Development Program
Stewardship and Accountability
Organizational Issues Impacting Fundraising
Conclusion
Note
References
Chapter 19: Nonprofit Finance: Developing Nonprofit Resources
Sources of Nonprofit Income
Economic Concepts Underlying Nonprofit Finance
The Role of Different Forms of Nonprofit Income
Portfolio Issues
Conclusion
References
Chapter 20: Managing the Challenges of Government Contracts
Background
A Restructured Contracting Relationship
Contracting as a Regime
Strategic Management in an Era of Impact, Competition, and Accountability
Innovation and Reform in Contracting
Conclusion
References
Chapter 21: Tools and Techniques of Nonprofit Financial Management
How to Avoid a Cash Shortage
How to Prepare a Budget
How to Use a Budget to Manage
How to Achieve Long-Run Success
How Boards Should Oversee Finances
Conclusion
Reference Resources
Notes
References
Part Five: Leading and Managing People in Nonprofits
Chapter 22: Effective Human Resource Management: Nonprofit Staffing for the Future
Why Emphasize Recruitment and Retention?
Human Resources Is a System, Not a Set of Tasks
If You Build It, They Will Come (and Stay)
First Things First: Make It Legal
Putting It All Together: The Processes of Human Resources
Retention Through Motivation
Discharge, Layoffs, and Voluntary Turnover
Make or Buy? Outsourcing Human Resources
Summary: Effective Human Resource Practice
References
Chapter 23: Compensation: Total Rewards Programs in Nonprofit Organizations
Total Rewards: Integral to Organizational Strategy
Traditional Base Compensation Principles
Incentive Pay in Nonprofits
Executive Pay in Nonprofits
Benefits
Justifying Reward Costs to Directors
Conclusion
References
Chapter 24: Designing and Managing Volunteer Programs
Establishing the Rationale for Volunteer Involvement
Involving Paid Staff in Volunteer Program Design
Integrating the Volunteer Program into the Organization
Creating Positions of Program Leadership
Preparing Job Descriptions for Volunteer Positions
Meeting the Needs of Volunteers
Recruiting and Retaining Volunteers
Managing Volunteers
Evaluating and Recognizing Volunteer Effort
Summary and Conclusion
References
Conclusion: The Future of Nonprofit Leadership and Management
The Successful Nonprofit Leader and Manager of the Future
Does Nonprofit Management Differ from For-Profit Management?
Conclusion
References
Name Index
Subject Index
End User License Agreement
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The Contributors
FIGURES, TABLES, AND EXHIBITS
Figures
5.1
The Board Development Cycle
8.1
The Nonprofit Strategic Management Cycle
8.2
Multiple Nonprofit Markets and Strategic Inputs
8.3
Factors That Influence Service Delivery
8.4
Issues to Consider in Performance and Control
9.1
The Strategy Change Cycle
9.2
Strategic Planning Systems for Integrated Units of Management
11.1
Pure Forms of Social Engagement
11.2
The Opportunity Creation Process
11.3
The Simplified Social Value Chain
11.4
The Social Enterprise Spectrum
11.5
Ecosystem of Social Entrepreneurship
13.1
The Strategic Marketing Process
13.2
Positioning Map for Hypothetical Immigrant-Serving Agencies
14.1
Advocacy Cycle
14.2
Advocacy Triangle
14.3
The Cycle of Organizing
15.1
The Collaborative Value Creation Framework
15.2
The Collaborative Value Creation Spectrum and Sources of Value
15.3
Value Creation and Types of Value
15.4
Value Mindset Dimensions
15.5
Collaborative Mindset Dimensions
17.1
The Dual Bottom Line Matrix
18.1
Contributions by Recipient Category
18.2
Percentage of High Net Worth Households Who Gave to Charity in 2009, 2011, and 2013, Compared to the U.S. General Population (in Percent)
18.3
The Fundraising Cycle
18.4
The Donor Pyramid of Fundraising Strategies
21.1
Three-Point Checklist
21.2
Operating Budget Equation
21.3
Capital Budget Equation
23.1
Regression Analysis Illustrating the Relationship of Current Salaries to Market Data
23.2
Broadbanding Superimposed on a Traditional Salary Structure
Tables
3.1
Types of Nonprofit Organization (2013)
4.1
Characteristics of Accountability Mechanisms
12.1
Linking Enterprise Process and Practice
17.1
Finance Functions, Tasks, and Qualifications
19.1
Sources of Revenue for Alternative Nonprofit Subsectors
19.2
Selected Arts and Culture Nonprofits in Atlanta
19.3
Selected Human Service Nonprofits in Atlanta
21.1
Hypothetical Cash Flow Analysis
21.2
Hypothetical Cash Flow Projections
21.3
Template for Line Item and Program Budgets Combined
21.4
Characteristics of Nonprofit Income Sources
21.5
Hypothetical Variance Analysis
21.6
Yields on U.S. Securities and APRs on Bank-Issued CDs by Maturity
21.7
Composition of Income Portfolio of Major Subsectors
21.8
Asset Allocation Models
22.1
The Candidate Selection Process
22.2
Relevant Human Resource Questions as a Reflection of Organization Size and Life Cycle
23.1
Example: Assigning Points to Factor Levels
23.2
Example: Job Evaluation Spreadsheet
24.1
Motivation for Involvement in Volunteer Work by Year, 1965–1991 (in Percentages)
Exhibits
5.1
The Core Functions of the Public Service Governing Board
16.1
An Impact Model for a Training Program for Executives of Local Branches of a National Nonprofit
18.1
The Donor Bill of Rights
18.2
Association of Fundraising Professionals (AFP) Code of Ethical Principles and Standards of Ethical Practice
18.3
Boards of Directors' Areas of Involvement in Fundraising
22.1
Sample Human Resource Audit Checklist
23.1
Selected Salary Survey Sources
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