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.
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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Pat Libby is a popular speaker, writer, and change management consultant who views her work with third sector organizations through the kaleidoscope of her experiences as a long-time nonprofit CEO, academic, board member, and consultant to innumerable organizations. A self-described "recovering academic," Pat founded and led the Nonprofit Institute at the University of San Diego for 14 years - creating graduate programs at the master's and doctoral levels, an endowed research center, and community education programs serving hundreds of people and organizations each year. Alumni of these programs now lead many premier nonprofit/philanthropic organizations in the U.S. and abroad or serve on the faculty of third-sector focused academic programs. In forming the Institute, Pat realized a vision for an academic center that would interweave research, theory and practice. Pat is the author of several books. The Lobbying Strategy Handbook (SAGE 2012), 2nd edition (Oxford University Press, 2021) is an engaging "how-to" guide for nonprofit practitioners who are seeking a simple blueprint for learning how to take part in the legislative process. She is co-author, with Laura Deitrick, of Cases in Nonprofit Management (SAGE 2017), and is a contributing author in Technology, Activism and Social Justice in a Digital Age (Oxford University Press, 2018), John McNutt, editor. Pat's largest readership is reached through a popular monthly blog where she writes on a variety of nonprofit leadership topics. The blog can be found at Patlibby.com/blog A Boston native, Pat holds a graduate degree in Urban Planning from MIT and a bachelor's degree in Spanish and Sociology from Tufts University. Her complete CV and more information are available at Patlibby.com
Inhaltsangabe
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
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
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