Strategic Leadership And Management In Nonprofit Organizations

Revised edition of Strategic leadership and management in nonprofit organizations, c2011.

Nonprofit organizations are complex and distinctive organizational entities. The literature of strategic management poses some interesting challenges and is only partially developed to inform decision making for nonprofit managers. Strategic Management in Nonprofit Organizations uses a strategic management framework to consider key decisions that nonprofit managers and volunteer leaders confront as they plan and work to position their organizations for optimal success. Key Features - Fills a gap in the current literature by providing a thorough examination of management and planning issues experienced by nonprofit managers,including challenges such as muted markets and specific performance expectations. - Blends together theoretical, empirical, and normative literature with descriptive stories of managing in the sector. - Suggests some optimal practices for managers who want to strengthen their organizations. - Perfect for graduate students in nonprofit management programs. - Supported by a complete package of instructor ancillary materials including an Instructor's Manual, PowerPoints, and Test Bank Contents: Chapter 1 Nature of Nonprofit Organizations Chapter 2 Framing Strategic Choices Chapter 3 External Environment Chapter 4 Internal Capabilities Chapter 5 Public Benefit Strategies Chapter 6 Analysis of the Task Environment Chapter 7 Corporate Strategy, Structures, and Planning Chapter 8 Service Strategies Chapter 9 Social and Political Strategies Chapter 10 Financial Resource Strategies Chapter 11 Inter-Organizational Relationships Chapter 12 Strategic Leadership

Inspired by a popular series of articles in the "Stanford Social Innovation Review," this volume teaches the social sector how to buck passing trends by using wise and time-tested strategies that foster investment and impact.

Going beyond the traditional application of strategic planning, this book also addresses issues for the nonprofit sector and global aspects of strategic planning.

The central resource for process improvement and innovation, this book includes valuable techniques to identify and improve organizational processes, as well as manage the change that accompanies implementation. Strategic Management for Public and Nonprofit Organizations discusses SWOT analysis, TQM, systematic innovation, Six Sigma, quality functi

Strategic Management for Nonprofit Organizations applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available, analyzes the operational tasks in executing the plan, and describes the ways in which nonprofits need to change in order to remain competitive. Drawing on literature in the fields of economics, management, accounting, and organizational theory, Sharon Oster explores a wide range of topics including a discussion of the role and mission of the nonprofit - from fund-raising to accounting and from evaluation to the treatment of volunteers and the board of directors. Examples are taken from all parts of the nonprofit arena including the arts, health care, education, social services, foundations, and economic development. This is the first book to bring modern strategic management concepts to the problems of managing nonprofit organizations. It draws clear distinctions between the different industries and offers practical solutions to the challenges confronting managers of nonprofits.

How can leaders use strategic planning to strengthen their public and nonprofit organizations? In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. Introduced in the first edition and refined over the past 18 years, the Strategy Change Cycle--a proven planning process used successfully by a large number of nonprofit and public organizations--is the framework used to guide the reader through the strategic planning process. Bryson offers detailed guidance on implementing the process, and specific tools and techniques to make the process work in any organization. In addition, he clarifies the organizational designs through which strategic thought and action will be encouraged and embraced throughout an entire organization. In addition to updated examples, new cases, and additional information on boundaries, distinctive competencies, Actor-Network theory, Bryson will creat an instructor's manual with sample syllabi, PowerPoint teaching slides, and additional cases.