Ict Management In Non Profit Organizations

The instability of today’s economic climate calls for non-profit organizations to approach social problems in new and interesting ways, and Information and Communication Technologies may serve as an answer to this call. ICT Management in Non-Profit Organizations aims to explore the effective and comprehensive deployment of appropriate ICT strategies within the nonprofit sector. This innovative reference work will discuss how ICT enables the non-profit sector to achieve organizational efficiency, effectiveness, and, ultimately, self sufficiency, and will provide elected and appointed policymakers, managers, and planners in governments, public agencies, and nonprofit organizations with a comprehensive strategy for creating an ICT management agenda in the non-profit sector.

"This book explores the effective and comprehensive deployment of appropriate ICT strategies within the nonprofit sector, discussing how ICT enables the non-profit sector to achieve organizational efficiency, effectiveness, and, ultimately, self sufficiency"--

Information and communication technologies (ICT) are major forces shaping our current age. ICT affects many areas of human existence and influences the both human wellbeing and human evil. The nonprofit sector is already heavily involved in technology both as a way to pursue its mission and as an influential factor in the evolution of the sector. This article examines how technology affects the sector and how the sector uses technology in its work.

Managing Public and Nonprofit Organizations approaches public management learning in a unique way, examining more than 100 high-profile and little-known administrative failure and success stories to explore how failures happen, how they can be prevented, and how to replicate successes in other jurisdictions. Organized to complement a standard public management or organizational behavior textbook structure, and to satisfy NASPAA accreditation requirements, this book explores both traditional public administration functions (performance management, financial management, human-resource management, procurement management, policymaking, capital management, and information-technology management) and organizational concepts (organizational structure and organizational culture). Unlike a traditional casebook, the accompanying stories do not stop in the middle to ask the readers what they would do; instead readers are asked to consider how the events illuminate what public management means and how to make it most effective. The stories ground and give meaning to the book’s review of principles and best practices. Stories include both well-known and highly reported stories of success and failure including Wikileaks, the Boston Marathon bombing, bankruptcy of Detroit, British Petroleum oil spill, 9/11 World Trade Center attack, decision to invade Iraq, Affordable Care Act website rollout, "Bridgegate" scandal, and the Brooklyn Navy Yard killings. The stories do not pass judgment on governments and nonprofits as institutions, but rather teach students and practitioners best management practices by example. Discussion questions are included at the end of each chapter to prompt classroom discussion.

The groundbreaking and premier work on nonprofit organizations. The nonprofit sector is growing rapidly, creating a major need for expert advice on how to manage these organizations effectively. Management legend Peter Drucker provides excellent examples and explanations of mission, leadership, resources, marketing, goals, and much more. Interviews with nine experts also address key issues in this booming sector.

With increased competition for external funding, technological advancement, and public expectations for transparency, not-for-profit and non-governmental organizations are facing new challenges and pressures. While research has explored the roles of accounting, accountability, and performance management in nonprofit organizations, we still lack evidence on the best practices these organizations implement in the areas of accountability and performance management. This book collects and presents that evidence for the first time, offering insights to help nonprofits face these new challenges head-on. Performance Management in Nonprofit Organizations focuses on both conventional and contemporary issues facing nonprofits, presenting evidence-based insights from leading scholars in the field. Chapters examine the design, implementation, and working of accounting, accountability, governance, and performance management measures, providing both retrospective and contemporary views, as well as critical commentaries on accounting and performance related issues in nonprofit organizations The book's contributors also offer critical commentaries on the changing role of accounting and performance management in this sector. This research-based collection is an interesting and useful read for academics, practitioners, students, and consultants in nonprofit organizations, and is highly accessible to accounting and non-accounting audiences alike.

Nonprofit organizations are arguably in a perpetual state of change. Nonprofits must constantly scan, analyze, and adapt to the implications of the changing needs of clients, the community, funders, and government policy. Hence, the core competencies and capabilities of nonprofits must include how to effectively manage change. The knowledge, skills, and abilities of employees, volunteers, and managers must include the competencies required to formulate and implement strategies to manage planned and unplanned change. This book brings to the forefront the challenges and opportunities of change by combining insights from practice, research, and theories of change management to examine nonprofits. It incorporates interdisciplinary perspectives to examine the dimensions, determinants, and outcomes of change in nonprofits. It offers managers, researchers, and students case examples on how to develop, implement, and manage change in the context of nonprofits. Readers will better understand the dimensions of change that are unique to nonprofits and how these should be integrated into strategy and day-to-day operations, including reflection for both the change agent and the change recipient.

MANAGING NONPROFIT ORGANIZATIONS This essential resource offers an overall understanding of nonprofits based on both the academic literature and practitioner experience. It shows how to lead, manage, govern, and structure effective and ethical nonprofit organizations. Managing Nonprofit Organizations reveals what it takes to be entrepreneurial and collaborative, formulate successful strategies, assess performance, manage change, acquire resources, be a responsible financial steward, and design and implement solid marketing and communication plans. "Managing Nonprofit Organizations is the only introductory text on this subject that manages to do three critical things equally well: It's comprehensive, covering all the key topics leaders of NPOs need to know about; it's practical, providing lots of examples, case incidents, and experiential exercises that connect the content to the real world; and, best of all (and most unique compared to others), it's research-based, drawing on the latest and best empirical studies that look into what works and doesn't work in the world of nonprofit management." —Vic Murray, professor, School of Public Administration, University of Victoria "This book is a rarity—a text that can be used both as the focus for academic study and as a source of stimulating ideas for those practitioners who want to explore theories about management and how they can be applied so they can do a better job. Tschirhart and Bielefeld have explained all aspects of nonprofit management and leadership in a way that will stimulate as well as inform." —Richard Brewster, executive director, National Center on Nonprofit Enterprise, Virginia Tech University "Managing Nonprofit Organizations presents a comprehensive treatment of this important topic. The book satisfies the competencies and curriculum guidelines developed by NASPAA and by NACC and would be ideal for instruction. The book maintains its commitment to informing management and leadership throughout the nonprofit sector." —Jeffrey L. Brudney, Albert A. Levin Chair of Urban Studies and Public Service, Cleveland State University "This is an important book, written by two of the leading scholars in the nonprofit studies field. Nonprofit managers, board members, funders, educators, and others will find Managing Nonprofit Organizations extremely valuable." —Michael O' Neill, professor of nonprofit management, University of San Francisco "Here's the book that my students have been asking for—just the right mix of theory presentation, research findings, and practical suggestions to serve the thoughtful nonprofit management practitioner. It will inform, instruct, and ultimately, inspire." —Rikki Abzug, professor of management, Anisfield School of Business, Ramapo College