Strategic management in nonprofit organizations /
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| Format: | Book |
| Language: | English |
| Published: |
Burlington, Massachusetts :
Jones & Bartlett Learning,
[2015]
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| Subjects: |
Table of Contents:
- note: Learning Objectives
- Example: Providing Hot Food to a Low-Income Community
- Differences Between Organizational Types
- Ownership
- Revenue
- Capital
- Citizen, Service Beneficiary, or Customer
- Rationale for Being: The Influence of Institutional Logics
- Summary of the Differences Between Organizational Types
- Why Nonprofits Exist
- Functions of Nonprofit Organizations
- Size and Scope of the Nonprofit Sector
- Organizational Life Cycle Stages
- Conclusion
- Discussion Questions
- References
- Appendix
- Learning Objectives
- Effectiveness in Nonprofits
- Persistence and Growth
- Management Practices and Productivity
- Clarity of Failure
- Nonprofit Strategic Management Cycle
- Operating Domains
- Systems and Capabilities
- Performance and Innovation
- Mission, Vision, and Values
- How to Use These Statements
- Mission Attachment
- Mission Versus Sustainability
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- External Environment
- Environmental Analysis Techniques
- Characteristics of the Environment
- General Environment
- Task Environment
- Social Need or Demand
- Types of Needs Assessment
- Type of Need
- Assets and Resources
- Beneficiary
- Financial Resources
- Earned
- Other Sources of Funds
- Summary of Financial Resources
- Labor
- Sociopolitical Interests
- Legitimacy
- Targets of Sociopolitical Activities
- Other Providers
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Nonprofit Value Framework
- Comparative Advantage
- Resource Portfolio
- Human Capital
- Financial Assets
- Physical Assets
- Information and Innovation
- Relationships
- Reputation
- Management Functions
- Management Framework
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Techniques to Form Program Strategies
- Public Benefit Methods
- Systems of Intervention
- Beneficiaries' Influence on Program Strategies
- Limited Exchange Relationship
- Few Competing Providers
- Information Asymmetry
- Professional Ethos
- Broader Social Priorities
- Mission and Historical Precedence
- Segmentatio: Who Is Our Customer?
- Reach and Richness
- What Value to Provide and How to Provide Value
- Generic Business Strategies
- Cost Efficiency Strategies
- Bargaining Power of Customers
- Bargaining Power of Suppliers
- Potential Entrants
- Product Substitutes
- Differentiation Strategies
- Bargaining Power of Customers
- Bargaining Power of Suppliers
- Potential Entrants
- Product Substitutes
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Competitive and Cooperative Dynamics in Nonprofits
- Analysis of the Task Environment
- Clarify Public Benefit Purpose
- Segmenting Operating Domains
- Analyzing Operating Domains
- Stakeholder Analysis
- Competitive Analysis Techniques
- Reaction by Others
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Corporate Strategy
- Considerations
- Diversification
- Portfolio Analysis
- Strategic Orientation and Alignment
- Organizational Structure and Controls
- Boards of Directors
- Roles and Functions
- How to Improve Board Performance
- Planning
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Logic of Program Activities
- Target Beneficiaries
- Defining Outcomes
- Program Activities
- Information Management and Measurement
- Types of Indicators
- Learning and Innovation
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Advocacy and Political Strategy
- Background
- Key Decisions in Developing a Social and Political Strategy
- Approach to Political Action
- Reactive Versus Proactive
- Autonomously Versus Collectively
- Select and Prioritize Issues
- Prioritize Targets
- Advocacy Strategies
- Educating and Mobilizing Community Members
- Influencing the Policy Agenda and Monitoring Implementation
- Election-Related Activities
- Direct Lobbying
- Implementation and Monitoring of Policy
- Shifting the Activities and Practices of Corporations
- Conclusion
- Discussion Questions
- Additional Resources
- References
- Learning Objectives
- Issues and Challenges for Managers
- Complexity of Management
- Cash Flow
- Mission Drift
- Managing Funding Resources
- Private Source Fees
- Third-Party Fees
- Public Funds
- Individual Donations
- Major Gifts
- Private Grants
- Methods to Analyze Funding Options
- Market Determinants
- Relationship Management
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Levels of Engagement
- Types of Interorganizational Relationships
- Paradoxes of Interorganizational Arrangements
- Reasons for Interorganizational Arrangements
- Achieve Social Impact
- Cost Efficiency
- Strategic Adaptations
- Learning
- Access to Resources
- Managing Stakeholder Relations
- Challenges of Interorganizational Relationships
- External Contingencies and Preconditions
- Phases of Managing Interorganizational Arrangements
- Phase One: Initiate
- Phase Two: Implementation
- Phase Three: Sustain and Assess Impact
- Trust in Interorganizational Relationships
- Conclusion
- Discussion Questions
- References
- Learning Objectives
- Executive Leadership
- Defining and Exploiting Market Domains
- Building Systems and Capabilities
- Ensuring Performance and Innovation
- Conclusion
- Discussion Questions
- References