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The Jossey-Bass Handbook of Nonprofit Leadership and Management, 4th Edition

Book Description

The go-to nonprofit handbook, updated and expanded for today's leader

The Jossey-Bass Handbook of Nonprofit Leadership and Management is the bestselling professional reference and leading text on the functions, processes, and strategies that are integral to the effective leadership and management of nonprofit and nongovernmental organizations. Now in its fourth edition, this handbook presents the most current research, theory, and practice in the field of nonprofit leadership and management. This practical, relevant guide is invaluable to the effective practice of nonprofit leadership and management, with expanded attention to accountability, transparency, and organizational effectiveness. It also extensively covers the practice of social entrepreneurship, presented via an integrative perspective that helps the reader make practical sense of how to bring it all together.

Nonprofit organizations present unique opportunities and challenges for meeting the needs of societies and their communities, yet nonprofit management is more complex and challenging than ever. This Handbook provides a framework to help you lead and manage efficiently and effectively in this new environment. Building on solid current scholarship, the handbook provides candid, practical guidance from nationally-recognized leaders who share their insights on:

  • The relationship between board performance and organizational effectiveness
  • Managing internal and external stakeholder relationships
  • Financial viability and sustainability and how to enhance both for the long term
  • Strategies to successfully attract, retain, and mobilize the very best of staff and volunteers

The fourth edition of the handbook also includes content relevant to associations and membership organizations. The content of the handbook is supplemented and enriched by an extensive set of online supplements and tools, including reading lists, web references, checklists, PowerPoint slides, discussion guides, and sample exams. Running your nonprofit or nongovernmental organization effectively in today's complex and challenging environment demands more knowledge and skill than ever, deployed in a thoughtful and pragmatic way. Grounded in the most useful modern scholarship and theory, and explained from the perspective of effective practice, The Jossey-Bass Handbook of Nonprofit Leadership and Management is a pivotal resource for successful nonprofit leaders in these turbulent times.

Table of Contents

  1. Title Page
  2. Copyright
  3. Figures, Tables, and Exhibits
    1. Figures
    2. Tables
    3. Exhibits
  4. The Contributors
  5. The Editor
  6. Introduction to the Fourth Edition
    1. Intended Audience
    2. Overview of the Contents
    3. Acknowledgments
  7. Part One: The Context and Institutional Setting of the Nonprofit Sector
    1. Chapter 1: Historical Perspectives on Nonprofit Organizations in the United States
      1. Associations in Early America
      2. Voluntary Associations in the New Republic, 1780–1830
      3. Nation Building, 1860–1920
      4. New Charitable Vehicles, 1890–1930
      5. Big Government, the Nonprofit Sector, and the Transformation of Public Life, 1930–1980
      6. The Conservative Revolution and the Nonprofit Sector, 1980–2000
      7. The New Century and the Transformation of Philanthropy
      8. The Nonprofit Sector and the Global Challenge
      9. Conclusion
      10. Notes
      11. References
    2. Chapter 2: The Legal Framework of the Nonprofit Sector in the United States
      1. Nonprofit Organizations
      2. Tax-Exempt Organizations
      3. Categories of Tax-Exempt Organizations
      4. Tax-Exempt Organizations Law Basics
      5. Public Charities and Private Foundations
      6. Governance
      7. Developments in Nonprofit Governance
      8. Unrelated Business Rules
      9. Subsidiaries
      10. Joint Ventures
      11. Other Aspects of Law of Exempt Organizations
      12. Organization of IRS
      13. Reference Resources
    3. Chapter 3: The Changing Context of Nonprofit Management in the United States
      1. Introduction
      2. The Nonprofit Sector in America
      3. Big Questions for Nonprofit Leaders
      4. Challenges and Opportunities for the Future
      5. Conclusion
      6. Note
      7. References
    4. Chapter 4: The Many Faces of Nonprofit Accountability
      1. Accountability to Whom?
      2. Accountability for What?
      3. Accountability How?
      4. Discussion and Implications
      5. Conclusions
      6. Notes
      7. References
  8. Part Two: Leading and Governing Nonprofit Organizations
    1. Chapter 5: Leadership, Governance, and the Work of the Board
      1. The Legal Dimensions of Board Work
      2. The Legal Responsibilities of the Individual Board Member
      3. Governance, Strategy, and the Work of the Board
      4. The Work of Individual Board Members
      5. Characteristics of Typical Nonprofit Boards
      6. Building Board Capacity to Serve
      7. The Board Builder's Challenge: Taking the Long-Term Developmental Perspective
      8. Conclusion
      9. Notes
      10. References
    2. Chapter 6: Executive Leadership
      1. Executive Centrality
      2. Board-Centered Leadership Skills of Chief Executives
      3. Leadership Across the Boundaries: Impact in the External World
      4. Using the Political Frame
      5. Summary
      6. References
    3. Chapter 7: Ethical Nonprofit Management: Core Values and Key Practices
      1. Chapter Overview
      2. What Are “Ethics”?
      3. Professional Ethics
      4. Misunderstanding Professional Ethics
      5. Core Values for the Voluntary Sector
      6. Ethical Management in Ethical Organizations
      7. From Ideals to Operative Values
      8. Creating and Maintaining a Culture of Integrity
      9. Summary
      10. References
    4. Chapter 8: Strategic Management
      1. Nonprofit Strategic Management Cycle
      2. Service and Resource Opportunities
      3. Delivery Systems and Capabilities
      4. Performance and Control
      5. Conclusion
      6. References
    5. Chapter 9: Strategic Planning and the Strategy Change Cycle
      1. A Ten-Step Strategic Planning Process
      2. Tailoring the Process to Specific Circumstances
      3. Roles for Planners, Decision Makers, Implementers, and Citizens
      4. Summary
      5. References
    6. Chapter 10: Understanding Nonprofit Effectiveness
      1. Theoretical Perspectives on Nonprofit Organizational Effectiveness
      2. Key Insights on Organizational Effectiveness
      3. Type of Organization Makes a Difference
      4. Differentiating Program, Organization, and Network Effectiveness
      5. Implications
      6. Conclusion
      7. References
  9. Part Three: Managing Nonprofit Operations
    1. Chapter 11: Social Entrepreneurship and Social Innovation
      1. Social Entrepreneurship Is Responding to the “New Realities”
      2. What Is Social Entrepreneurship?
      3. Toward a Shared Theory of Social Entrepreneurship
      4. The Process of Social Entrepreneurship: Creating Worthy Opportunities
      5. Strengthening the “Ecosystem” of Social Entrepreneurship
      6. Finding Key Leverage Points in the Ecosystem
      7. Conclusion
      8. Notes
      9. References
    2. Chapter 12: Social Enterprise and Nonprofit Ventures
      1. Culture and the Context of Social Enterprise
      2. Who Should Establish a Social Enterprise?
      3. Access to Knowledge and Expertise About Social Enterprise
      4. Structure Options for Social Enterprises
      5. Other Enterprise Options
      6. Enterprise Planning
      7. Moving Forward
      8. References
    3. Chapter 13: Marketing for Nonprofit Organizations
      1. Key Concepts in Nonprofit Marketing
      2. A Strategic Approach to Marketing
      3. The Role of Data Analysis in Decision Making
      4. Segmentation and Target Marketing
      5. Competition, Positioning, and Branding
      6. Managing the Marketing Mix
      7. Product Marketing in the Nonprofit Sector
      8. Summary
      9. References
    4. Chapter 14: Advocacy, Lobbying, and Social Change
      1. The Role of Nonprofits in the Public Dialogue
      2. What Constitutes Advocacy?
      3. Building and Contributing to Social Change Movements
      4. Nonprofit Activism and the Law
      5. Nonprofit Nonpartisan Election Activities and the Law
      6. Build Advocacy Capacity
      7. Framework for Advocacy: A Pragmatic Approach to Advocacy and Lobbying
      8. Primary Advocacy Actions: Direct Lobbying, Grassroots Organizing, and Media Advocacy
      9. Evaluating Public Policy Advocacy, Lobbying, and Civic Engagement
      10. Advancing Advocacy as a Field
      11. Note
      12. References
    5. Chapter 15: Value Creation Through Collaboration
      1. The Value Creation Spectrum
      2. Collaborative Value Mindset
      3. Collaboration Stages
      4. Collaborative Value Creation Processes
      5. Collaborative Value Outcomes
      6. Smart Collaborative Value Creation Practices
      7. Conclusion
      8. Note
      9. References
      10. Reference Resources
    6. Chapter 16: Outcome Assessment and Program Evaluation
      1. Planning the Process for Outcome Assessment
      2. Defining Program Goals
      3. Measuring Goals
      4. Data Collection, Analysis, and Reporting
      5. Two Approaches to Program Evaluation
      6. Who Does the Evaluation?
      7. Determining the Purpose of the Evaluation
      8. Process Evaluation
      9. Data Development, Report Writing, and Follow-Up
      10. Summary
      11. References
  10. Part Four: Developing and Managing Nonprofit Financial Resources
    1. Chapter 17: Financial Leadership in Nonprofit Organizations
      1. Organizational Culture, Systems, and Skills to Support Financial Leadership
      2. Leading with a Long-Term Wealth Frame
      3. A Dynamic Modestly Profitable Program Portfolio
      4. From Planning to Deciding
      5. Conclusion
      6. References
    2. Chapter 18: Philanthropy and Fundraising: The Comprehensive Development Program
      1. The Philanthropic Environment and Context
      2. The Total Development Program
      3. Stewardship and Accountability
      4. Organizational Issues Impacting Fundraising
      5. Conclusion
      6. Note
      7. References
    3. Chapter 19: Nonprofit Finance: Developing Nonprofit Resources
      1. Sources of Nonprofit Income
      2. Economic Concepts Underlying Nonprofit Finance
      3. The Role of Different Forms of Nonprofit Income
      4. Portfolio Issues
      5. Conclusion
      6. References
    4. Chapter 20: Managing the Challenges of Government Contracts
      1. Background
      2. A Restructured Contracting Relationship
      3. Contracting as a Regime
      4. Strategic Management in an Era of Impact, Competition, and Accountability
      5. Innovation and Reform in Contracting
      6. Conclusion
      7. References
    5. Chapter 21: Tools and Techniques of Nonprofit Financial Management
      1. How to Avoid a Cash Shortage
      2. How to Prepare a Budget
      3. How to Use a Budget to Manage
      4. How to Achieve Long-Run Success
      5. How Boards Should Oversee Finances
      6. Conclusion
      7. Reference Resources
      8. Notes
      9. References
  11. Part Five: Leading and Managing People in Nonprofits
    1. Chapter 22: Effective Human Resource Management: Nonprofit Staffing for the Future
      1. Why Emphasize Recruitment and Retention?
      2. Human Resources Is a System, Not a Set of Tasks
      3. If You Build It, They Will Come (and Stay)
      4. First Things First: Make It Legal
      5. Putting It All Together: The Processes of Human Resources
      6. Retention Through Motivation
      7. Discharge, Layoffs, and Voluntary Turnover
      8. Make or Buy? Outsourcing Human Resources
      9. Summary: Effective Human Resource Practice
      10. References
    2. Chapter 23: Compensation: Total Rewards Programs in Nonprofit Organizations
      1. Total Rewards: Integral to Organizational Strategy
      2. Traditional Base Compensation Principles
      3. Incentive Pay in Nonprofits
      4. Executive Pay in Nonprofits
      5. Benefits
      6. Justifying Reward Costs to Directors
      7. Conclusion
      8. References
    3. Chapter 24: Designing and Managing Volunteer Programs
      1. Establishing the Rationale for Volunteer Involvement
      2. Involving Paid Staff in Volunteer Program Design
      3. Integrating the Volunteer Program into the Organization
      4. Creating Positions of Program Leadership
      5. Preparing Job Descriptions for Volunteer Positions
      6. Meeting the Needs of Volunteers
      7. Recruiting and Retaining Volunteers
      8. Managing Volunteers
      9. Evaluating and Recognizing Volunteer Effort
      10. Summary and Conclusion
      11. References
  12. Conclusion: The Future of Nonprofit Leadership and Management
    1. The Successful Nonprofit Leader and Manager of the Future
    2. Does Nonprofit Management Differ from For-Profit Management?
    3. Conclusion
    4. References
      1. Name Index
      2. Subject Index
  13. End User License Agreement