The Management Of Nonprofit Annd Charitable Organizations In Canada

Governments see not-for-profit agencies as an alternative mechanism for delivering public services. Activists see voluntary organizations as instruments of change. Analysts see community organizations as sources of trust and social cohesion. Despite these heady expectations, we know remarkably little about the not-for-profit sector in Canada. In this book a group of scholars respond to the need for basic research in this field, exploring the scope of the not-for-profit sector, the diverse roles that such organizations play, and their relationships with other sectors.

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.