Cases in Nonprofit Management: A Hands-On Approach to Problem Solving
Autor Pat Libby, Laura Jeanne Deitricken Limba Engleză Paperback – 14 apr 2016
—Emma A. Powell, Western Michigan University
Case Studies in Nonprofit Management by Pat Libby and Laura Deitrick consists of original cases that are designed to teach students how to think critically, hone their decision-making skills, and learn to apply leadership and management principles that are essential for any nonprofit professional. These case studies illustrate the multifaceted nature of the nonprofit management sector and bring concepts like nonprofit leadership, risk management, advocacy, and grant making to life.
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Specificații
ISBN-13: 9781483383484
ISBN-10: 1483383482
Pagini: 288
Dimensiuni: 152 x 229 x 18 mm
Greutate: 0.36 kg
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
ISBN-10: 1483383482
Pagini: 288
Dimensiuni: 152 x 229 x 18 mm
Greutate: 0.36 kg
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
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Recenzii
“Libby and Detrick have compiled a rich and interesting set of cases that are sure to inspire thoughtful conversations in any NP management course.”
“The originality of the work is a huge advantage, as is the fact that they are teaching cases that end without a clear, “best” answer. Finally, the inclusion of issues unique to international nonprofits is a welcome addition and one I have not run across in previous texts.”
“Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case. It is refreshing to have such a tool to assist in the education of our future nonprofit leaders.”
“Students will appreciate learning through these cases, as they serve as a safe place for pre-service students to test out ideas and solutions to real problems, and allow mid-career students an opportunity to reflect on similarities and differences in their own workplaces, all while tying theory to practice.”
“This text is an excellent tool to provide students the “critical-thinking” application that is missing from many texts.”
“Cases in Nonprofit Management —A hands on approach fills a real hole in the nonprofit curriculum. While good texts are increasingly coming to market, there are few supplemental texts and really nothing else that seeks so clearly to facilitate critical thinking and discussion among students.”
“I would have no problem fitting this book into my graduate courses.”
“Having short mini-cases for a broad range of topics that typically get covered in an Introduction to Nonprofit Management class is very useful and fills a long-standing need.”
“The originality of the work is a huge advantage, as is the fact that they are teaching cases that end without a clear, “best” answer. Finally, the inclusion of issues unique to international nonprofits is a welcome addition and one I have not run across in previous texts.”
“Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case. It is refreshing to have such a tool to assist in the education of our future nonprofit leaders.”
“Students will appreciate learning through these cases, as they serve as a safe place for pre-service students to test out ideas and solutions to real problems, and allow mid-career students an opportunity to reflect on similarities and differences in their own workplaces, all while tying theory to practice.”
“This text is an excellent tool to provide students the “critical-thinking” application that is missing from many texts.”
“Cases in Nonprofit Management —A hands on approach fills a real hole in the nonprofit curriculum. While good texts are increasingly coming to market, there are few supplemental texts and really nothing else that seeks so clearly to facilitate critical thinking and discussion among students.”
“I would have no problem fitting this book into my graduate courses.”
“Having short mini-cases for a broad range of topics that typically get covered in an Introduction to Nonprofit Management class is very useful and fills a long-standing need.”
Cuprins
Chapter 1: Nature of the Sector
Introduction
Case 1.1: Social Enterprise within a Nonprofit Organization
Case 1.2: To Start or Aid an Existing Organization
Case 1.3: When Mission and Money Collide
Case 1.4: Why Bylaws Matter
Chapter 2: Board of Directors
Introduction
Case 2.1: Conflict of Interest
Case 2.2: Hiring Board Members as Staff
Case 2.3: The Board’s Role in CEO Evaluation
Case 2.4: The Rubber Stamp Board
Chapter 3: Executive Leadership
Introduction
Case 3.1: The Board’s Role in Executive Transition
Case 3.2: CEO Pay
Case 3.3: Challenges of Executive Search
Case 3.4: Toxic Leadership
Chapter 4: Measuring Performance
Introduction
Case 4.1: Establishing Metrics
Case 4.2: When Outcomes Fail to Meet Established Benchmarks
Case 4.3: When the Program Isn’t Working
Chapter 5: Strategic Decision Making
Introduction
Case 5.1: Generating Revenue by Selling Assets
Case 5.2: Policy Disputes
Case 5.3: Setting Strategy
Chapter 6: Human Resource Management
Introduction
Case 6.1: Policies and Procedures for Staff Members in Crisis
Case 6.2: Employee Substance Abuse
Case 6.3: Volunteers Ignoring the Rules
Case 6.4: When Volunteers Run Amok
Chapter 7: Risk Management
Introduction
Case 7.1: Stolen Information
Case 7.2: Theft
Case 7.3: Vulnerable Populations
Case 7.4: Workplace Accidents
Chapter 8: Public Relations and Marketing
Introduction
Case 8.1: A Change in Policy with Unforeseen Consequences
Case 8.2: Celebrity Endorsements
Case 8.3: Dealing with the Press
Case 8.4: Devising Marketing Strategies
Chapter 9: Generating Revenue
Introduction
Case 9.1: Donor Management
Case 9.2: Endowments
Case 9.3: Accounting for Fundraising Costs
Chapter 10: Financial Management
Introduction
Case 10.1: Decision Making
Case 10.2: Misallocation of Grant Money
Case 10.3: Transparency
Chapter 11: Advocacy and Lobbying
Introduction
Case 11.1: Meeting Your Mission
Case 11.2: Public Policy Versus the Bottom Line
Case 11.3: Staff Advocacy
Chapter 12: Technology
Introduction
Case 12.1: Internal Systems
Case 12.2: Integrating Technology
Case 12.3: Social Media
Chapter 13: Grantmaking
Introduction
Case 13.1: Deciding When to Hire Staff
Case 13.2: Donor Advised Funds
Case 13.3: Foundation-Initiated Collaboration
Case 13.4: When a Foundation Accomplishes Its Mission
Chapter 14: International Nonprofits
Introduction
Case 14.1: Cross-Cultural Clash
Case 14.2: NGO Accountability
Case 14.3: The Organic Nonprofit
Case 14.4: When Donors Don’t Want to Fund Overhead
Introduction
Case 1.1: Social Enterprise within a Nonprofit Organization
Case 1.2: To Start or Aid an Existing Organization
Case 1.3: When Mission and Money Collide
Case 1.4: Why Bylaws Matter
Chapter 2: Board of Directors
Introduction
Case 2.1: Conflict of Interest
Case 2.2: Hiring Board Members as Staff
Case 2.3: The Board’s Role in CEO Evaluation
Case 2.4: The Rubber Stamp Board
Chapter 3: Executive Leadership
Introduction
Case 3.1: The Board’s Role in Executive Transition
Case 3.2: CEO Pay
Case 3.3: Challenges of Executive Search
Case 3.4: Toxic Leadership
Chapter 4: Measuring Performance
Introduction
Case 4.1: Establishing Metrics
Case 4.2: When Outcomes Fail to Meet Established Benchmarks
Case 4.3: When the Program Isn’t Working
Chapter 5: Strategic Decision Making
Introduction
Case 5.1: Generating Revenue by Selling Assets
Case 5.2: Policy Disputes
Case 5.3: Setting Strategy
Chapter 6: Human Resource Management
Introduction
Case 6.1: Policies and Procedures for Staff Members in Crisis
Case 6.2: Employee Substance Abuse
Case 6.3: Volunteers Ignoring the Rules
Case 6.4: When Volunteers Run Amok
Chapter 7: Risk Management
Introduction
Case 7.1: Stolen Information
Case 7.2: Theft
Case 7.3: Vulnerable Populations
Case 7.4: Workplace Accidents
Chapter 8: Public Relations and Marketing
Introduction
Case 8.1: A Change in Policy with Unforeseen Consequences
Case 8.2: Celebrity Endorsements
Case 8.3: Dealing with the Press
Case 8.4: Devising Marketing Strategies
Chapter 9: Generating Revenue
Introduction
Case 9.1: Donor Management
Case 9.2: Endowments
Case 9.3: Accounting for Fundraising Costs
Chapter 10: Financial Management
Introduction
Case 10.1: Decision Making
Case 10.2: Misallocation of Grant Money
Case 10.3: Transparency
Chapter 11: Advocacy and Lobbying
Introduction
Case 11.1: Meeting Your Mission
Case 11.2: Public Policy Versus the Bottom Line
Case 11.3: Staff Advocacy
Chapter 12: Technology
Introduction
Case 12.1: Internal Systems
Case 12.2: Integrating Technology
Case 12.3: Social Media
Chapter 13: Grantmaking
Introduction
Case 13.1: Deciding When to Hire Staff
Case 13.2: Donor Advised Funds
Case 13.3: Foundation-Initiated Collaboration
Case 13.4: When a Foundation Accomplishes Its Mission
Chapter 14: International Nonprofits
Introduction
Case 14.1: Cross-Cultural Clash
Case 14.2: NGO Accountability
Case 14.3: The Organic Nonprofit
Case 14.4: When Donors Don’t Want to Fund Overhead
Notă biografică
Descriere
Case Studies in Nonprofit Management consists of original cases that are designed to teach students how to apply leadership and management principles that are essential for any nonprofit professional.