Title Page
by David O. Renz
The Jossey-Bass Handbook of Nonprofit Leadership and Management, 4th Edition
- Title Page
- Copyright
- Figures, Tables, and Exhibits
- The Contributors
- The Editor
- Introduction to the Fourth Edition
- 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
- Chapter 4: The Many Faces of Nonprofit Accountability
- Chapter 1: Historical Perspectives on Nonprofit Organizations in the United States
- 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
- Chapter 7: Ethical Nonprofit Management: Core Values and Key Practices
- Chapter 8: Strategic Management
- Chapter 9: Strategic Planning and the Strategy Change Cycle
- Chapter 10: Understanding Nonprofit Effectiveness
- Chapter 5: Leadership, Governance, and the Work of the Board
- 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
- Chapter 13: Marketing for Nonprofit Organizations
- 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
- 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
- Chapter 11: Social Entrepreneurship and Social Innovation
- Part Four: Developing and Managing Nonprofit Financial Resources
- Chapter 17: Financial Leadership in Nonprofit Organizations
- Chapter 18: Philanthropy and Fundraising: The Comprehensive Development Program
- Chapter 19: Nonprofit Finance: Developing Nonprofit Resources
- Chapter 20: Managing the Challenges of Government Contracts
- Chapter 21: Tools and Techniques of Nonprofit Financial Management
- 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
- 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
- Chapter 22: Effective Human Resource Management: Nonprofit Staffing for the Future
- Conclusion: The Future of Nonprofit Leadership and Management
- End User License Agreement
THE JOSSEY - BASS HANDBOOK OF
NONPROFIT
LEADERSHIP AND
MANAGEMENT
FOURTH EDITION
DAVID O. RENZ
ROBERT D. HERMAN, EDITOR EMERITUS
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