High Performance Nonprofit Organizations : Managing Upstream for Greater Impact (Hardcover)

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Product Overview

*Author: Letts, Christine W./ Ryan, William P./ Grossman, Allen *Series Title: Nonprofit Law, Finance, and Management Series *Subtitle: Managing Upstream for Greater Impact *Publication Date: 1998/10/30 *Number of Pages: 207 *Binding Type: Hardbound *Language: English *Depth: 0.50 *Width: 6.00 *Height: 9.25

Specifications

Publisher John Wiley & Sons Inc
Mfg Part# 9780471174578
SKU 30350920
Format Hardcover
ISBN10 0471174572
Release Date 4/10/2007
Physical
Dimensions (in Inches) 9.25H x 6L x 0.5T
Praise
"It is the one book that every non profit manager should read." (Administration in Social Work, Volume 26, No. 2, 2002)
From the Publisher
Editors Note Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizationsænonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations.||Drawing on management techniques used by successful managers in both businesses and nonprofits, High Performance Nonprofit Organizations outlines approaches that nonprofits can use to build their capacity for learning, innovating, ensuring quality, and motivating staff. Illustrated with case studies and examples, the book outlines processes for achieving these goals, including:human resources management-to attract and develop employees truly in synch with an organization's mission benchmarking-to identify practices that best meet a nonprofit's needs responsiveness and quality systems-to continuously review and upgrade quality of service product development-to tap the talents of every employee to create effective programs||The authors argue that these processesæfar from corrupting a nonprofit with practices that evolved to make companies more profitableæactually help an organization convert its values and integrity into results for clients and communities. These adaptive capacities help nonprofits deliver on their mission, building the model organization that will make the biggest impact with model programs.||High Performance Nonprofit Organizations goes further, laying out an agenda for changing the nonprofit environment, making it more supportive of its managers and more aware of the potential of organizational capacity. The authors assess the special opportunity of several stakeholders-including the nonprofit board, foundations, and the national office of multisite nonprofitsæto create a new culture that values organizational performance. For the nonprofit manager trying to build an organization that is truly responsive to its clients and community, High Performance Nonprofit Organizations is an essential review of best practices. For the board member, foundation program officer, or nonprofit leader trying to create sustained impact, it is a provocative challenge to deal with the sector's unfinished business with a new approach.
Editors Note 1 Nonprofit organizations are now being forced to manage their activities in a more professional and corporate fashion, yet sometimes lack the solid guidance to make smooth transitions into these new management techniques. This unique book clearly and concisely shows nonprofits how to make general business management guidance relevant and effective by providing a framework for analyzing management, and by translating business lingo into an accessible vocabulary for nonprofit managers.
Editors Note 2 Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizationsænonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations. | |Drawing on management techniques used by successful managers in both businesses and nonprofits, High Performance Nonprofit Organizations outlines approaches that nonprofits can use to build their capacity for learning, innovating, ensuring quality, and motivating staff. Illustrated with case studies and examples, the book outlines processes for achieving these goals, including:human resources management-to attract and develop employees truly in synch with an organization's mission benchmarking-to identify practices that best meet a nonprofit's needs responsiveness and quality systems-to continuously review and upgrade quality of service product development-to tap the talents of every employee to create effective programs | |The authors argue that these processesæfar from corrupting a nonprofit with practices that evolved to make companies more profitableæactually help an organization convert its values and integrity into results for clients and communities. These adaptive capacities help nonprofits deliver on their mission, building the model organization that will make the biggest impact with model programs. | |High Performance Nonprofit Organizations goes further, laying out an agenda for changing the nonprofit environment, making it more supportive of its managers and more aware of the potential of organizational capacity. The authors assess the special opportunity of several stakeholders-including the nonprofit board, foundations, and the national office of multisite nonprofitsæto create a new culture that values organizational performance. For the nonprofit manager trying to build an organization that is truly responsive to its clients and community, High Performance Nonprofit Organizations is an essential review of best practices. For the board member, foundation program officer, or nonprofit leader trying to create sustained impact, it is a provocative challenge to deal with the sector's unfinished business with a new approach.
Product Attributes
Book Format Hardcover
Number of Pages 0224
Publisher John Wiley & Sons

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