This groundbreaking resource provides nonprofit leaders with insight into choosing and using consultants and allows them to make better use of their resources. Targeting both nonprofit consultants and the end user of the consulting services, it also increases the effectiveness of those consultants serving the nonprofit sector by raising awareness of some of the more subtle dynamics underlying successful consulting. Cagney outlines a number of concrete consulting strategies that serve as tools for managers seeking to resolve complex organizational development issues.
This groundbreaking resource provides nonprofit leaders with insight into choosing and using consultants and allows them to make better use of their resources. Targeting both nonprofit consultants and the end user of the consulting services, it also increases the effectiveness of those consultants serving the nonprofit sector by raising awareness of some of the more subtle dynamics underlying successful consulting. Cagney outlines a number of concrete consulting strategies that serve as tools for managers seeking to resolve complex organizational development issues.
PENELOPE CAGNEY is an active consultant and principal of The Cagney Company. A recognized authority on nonprofit consulting, she is a sought-after presenter for international conferences and webinars, as well as a frequent contributor to publications worldwide.
Inhaltsangabe
Foreword. Preface. Acknowledgments. About the Alliance for Nonprofi t Management. Chapter 1: What Nonprofi ts Need from Consultants. The Infl uence of For-Profi t Thinking in the Nonprofi t Sector. Reasons for Dominance of For-Profit Thinking. In Defense of Nonprofi t Organizational Strengths. How Nonprofits Are Different. Ten Important Distinctions Between Nonprofi ts and For-Profits. Chapter 2: The Importance of Process in Nonprofi t Consulting. The Value of Process. Using Process Consulting. The Importance of Process in Complex Organizational Change: Tales of Two Mergers. Chapter 3: The Stages of the Consulting Process. Stage One: Engagement. Stage Two: Getting Down to Business. Stage Three: Implementation. Chapter 4: Fundraising and Marketing. Fundraising. Marketing. Emerging Issues and Trends Affecting Fundraising and Marketing. Chapter 5: Governance Consulting. Models of Board Leadership. Areas Where Consultants Can Help Boards Improve Performance. Emerging Issues and Trends Affecting Governance. Chapter 6: Management and Organizational Development Consulting. Traditional Management Consulting. Organizational Development Consulting. Models of Management Consulting to Nonprofits: Nonprofi t Consulting in For-Profit Firms. Management Consulting Needs of Nonprofits. Chapter 7: International Consulting. What Is Fueling the Growth of International Nonprofits? The International Consulting Landscape. The Special Consulting Challenges of International Nonprofits and INGOs. Special Qualities and Skills of International Consultants. Chapter 8: What Works: Building a Strong Relationship Between Consultant and Nonprofit. Making a Match That Works. Maintaining a Relationship That Works. Chapter 9: What's Next: A Look at the Future of Nonprofi ts and Consulting. Trends Affecting Nonprofit Consulting. How the Consulting World Is Changing. Educating the Nonprofi t Consultants of the Future. Resource A: Development of Nonprofi t Consulting in the United States. Resource B: Advice for Consulting Firms. Resource C: Ethics, Standards, and Consultant Certifi cation. Resource D: Finding Consultants. Resource E: Further Reading. The Author. Notes. Index.
Foreword. Preface. Acknowledgments. About the Alliance for Nonprofi t Management. Chapter 1: What Nonprofi ts Need from Consultants. The Infl uence of For-Profi t Thinking in the Nonprofi t Sector. Reasons for Dominance of For-Profit Thinking. In Defense of Nonprofi t Organizational Strengths. How Nonprofits Are Different. Ten Important Distinctions Between Nonprofi ts and For-Profits. Chapter 2: The Importance of Process in Nonprofi t Consulting. The Value of Process. Using Process Consulting. The Importance of Process in Complex Organizational Change: Tales of Two Mergers. Chapter 3: The Stages of the Consulting Process. Stage One: Engagement. Stage Two: Getting Down to Business. Stage Three: Implementation. Chapter 4: Fundraising and Marketing. Fundraising. Marketing. Emerging Issues and Trends Affecting Fundraising and Marketing. Chapter 5: Governance Consulting. Models of Board Leadership. Areas Where Consultants Can Help Boards Improve Performance. Emerging Issues and Trends Affecting Governance. Chapter 6: Management and Organizational Development Consulting. Traditional Management Consulting. Organizational Development Consulting. Models of Management Consulting to Nonprofits: Nonprofi t Consulting in For-Profit Firms. Management Consulting Needs of Nonprofits. Chapter 7: International Consulting. What Is Fueling the Growth of International Nonprofits? The International Consulting Landscape. The Special Consulting Challenges of International Nonprofits and INGOs. Special Qualities and Skills of International Consultants. Chapter 8: What Works: Building a Strong Relationship Between Consultant and Nonprofit. Making a Match That Works. Maintaining a Relationship That Works. Chapter 9: What's Next: A Look at the Future of Nonprofi ts and Consulting. Trends Affecting Nonprofit Consulting. How the Consulting World Is Changing. Educating the Nonprofi t Consultants of the Future. Resource A: Development of Nonprofi t Consulting in the United States. Resource B: Advice for Consulting Firms. Resource C: Ethics, Standards, and Consultant Certifi cation. Resource D: Finding Consultants. Resource E: Further Reading. The Author. Notes. Index.
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