The Jossey–Bass Handbook of Nonprofit Leadership and Management

THE JOSSEY–BASS HANDBOOK OF NONPROFIT LEADERSHIP AND MANAGEMENT

FOURTH EDITION

Revised and expanded, the fourth edition of The Jossey–Bass Handbook of Nonprofit Leadership and Management is the go–to reference for accessing the most current research, theory and practice in the field. The text puts the focus on the unique challenges confronting all nonprofit leaders, especially accountability, and the increased pressure to demonstrate results following one of the most challenging economic periods in the sector′s history.

This important resource covers the primary functions, processes, and strategies that are key to becoming a successful nonprofit manager and leader. The fourth edition includes:

New information on hot topics including accountability, transparency, and organizational effectiveness An integrative framework for understanding the larger domain of nonprofit leadership, governance, and management Expanded content targeting associations and membership organizations Ideas for managing internal and external stakeholder relationships Approaches for sustaining financial viability Strategies for attracting, retaining, and mobilizing first–rate staff and volunteers

In addition, the book contains chapter–by–chapter supplemental resources for instructors.

Contributors

The Editor

Introduction to the Fourth Edition
David O. Renz

Intended Audience

Overview of the Contents

Acknowledgments

PART ONE: THE CONTEXT AND INSTITUTIONAL SETTING OF THE NONPROFIT SECTOR

Chapter One: Historical Perspectives on Nonprofit Organizations in the United States
Peter Dobkin Hall

Associations in Early America

Voluntary Associations in the New Republic, 1780 1830

Nation Building, 1860 1920

New Charitable Vehicles, 1890 1930

Big Government, the Nonprofit Sector, and the Transformation of Public Life, 1930 1980

The Conservative Revolution and the Nonprofit Sector, 1980 2000

The New Century and the Transformation of Philanthropy

The Nonprofit Sector and the Global Challenge

Conclusion

Notes

References

Chapter 2: The Legal Framework of the Nonprofit Sector in the United States
Bruce R. Hopkins and Virginia C. Gross

Nonprofit Organizations

Tax–Exempt Organizations

Categories of Tax–Exempt Organizations

Tax–Exempt Organizations Law Basics

Public Charities and Private Foundations

Governance

Reporting Rules

Disclosure Rules

Unrelated Business Rules

Subsidiaries

Joint Ventures

Other Aspects of Law of Exempt Organizations

Charitable Giving Rules

Federal Law as To Fundraising

State Law as To Fundraising

Organization of IRS

Reference Resources

Chapter Three: The Changing Context of Nonprofit Management in the United States
Brent Never

Introduction

The Nonprofit Sector in America

Big Questions for Nonprofit Leaders

Challenges and Opportunities For The Future

Conclusion

End Notes

References

Chapter Four: The Many Faces of Nonprofit Accountability
Alnoor Ebrahim

Accountability to Whom?

Accountability for What?

Accountability How?

Conclusions

Endnotes

References

PART TWO: LEADING AND GOVERNING NONPROFIT ORGANIZATIONS

Chapter Five: Leadership, Governance, and the Work of the Board
David Renz

The Legal Dimensions of Board Work

The Legal Responsibilities of the Individual Board Member

Governance, Strategy and the Work of the Board

Characteristics of Typical Nonprofit Boards

Committees and Task Forces

Building Board Capacity to Serve

Competencies of Effective Boards

Helping Boards Meet the Challenge

The Board Builder s Challenge: Taking the Long–Term Developmental Perspective

Conclusion

End Notes

References

Chapter Six: Executive Leadership
Robert D. Herman

Executive Centrality

Board–Centered Leadership Skills of Chief Executives

Leadership Across the Boundaries: Impact in the External World

Using the Political Frame

Summary

References

Chapter Seven: Ethical Nonprofit Management: Core Values and Key Practices
Thomas Jeavons

An Overview of This Chapter

What Are Ethics ?

Professional Ethics

Misunderstanding Professional Ethics

Core Values for the Voluntary Sector

Ethical Management in Ethical Organizations

From Ideals to Operative Values

Creating and Maintaining a Culture of Integrity

Summary

References

Chapter Eight: Strategic Management
William Brown

Service and Resource Opportunities

Delivery Systems and Capabilities

Performance and Control

Conclusion

References

Chapter Nine: Strategic Planning and the Strategy Change Cycle
John Bryson

Chapter Ten: Understanding Nonprofit Effectiveness
David O. Renz and Robert D. Herman

Theoretical Perspectives on Nonprofit Organizational Effectiveness

Key Insights on Organizational Effectiveness

Type of Organization Makes a Difference

Differentiating Program, Organization, and Network Effectiveness

Implications

Conclusion

References

PART THREE: MANAGING NONPROFIT OPERATIONS

Chapter Eleven: Social Entrepreneurship and Social Innovation
Matthew T.A. Nasha

Social Entrepreneurship Is Responding to the New Realities

What Is Social Entrepreneurship?

Toward A Shared Theory of Social Eentrepreneurship

The Process of Social Entrepreneurship: Creating Worthy Opportunities

Strengthening the Ecosystem of Social Entrepreneurship

Conclusion

Endnotes

References

Chapter Twelve: Social Enterprise and Nonprofit Ventures
Scott T. Helm

Culture and the Context of Social Enterprise

Who Should Establish a Social Enterprise?

Access to Knowledge and Expertise about Social Enterprise

Structure Options for Social Enterprises

Other Enterprise Options

Enterprise Planning

Moving Forward

References

Chapter Thirteen: Marketing for Nonprofit Organizations
Brenda Gainer

Key Concepts in Nonprofit Marketing

A Strategic Approach to Marketing

The Role of Data Analysis in Decision Making

Segmentation and Target Marketing

Competition, Positioning, and Branding

Managing the Marketing Mix

Product Marketing in the Nonprofit Sector

Summary

References

Chapter Fourteen: Advocacy, Lobbying, and Social Change
Marcia Avner

The Role of Nonprofits in the Public Dialogue

What Constitutes Advocacy?

Building and Contributing to Social Change Movements

Nonprofit Activism and the Law

Nonprofit Nonpartisan Election Activities and the Law

Build Advocacy Capacity

Framework for Advocacy:

A Pragmatic Approach to Advocacy and Lobbying

Primary Advocacy Actions:

Direct Lobbying, Grassroots Organizing, and Media Advocacy

Grassroots Organizing

Evaluating Public Policy Advocacy, Lobbying, and Civic Engagement

Advancing Advocacy as a Field

References

Chapter Fifteen: Value Creation Through Collaboration
James E. Austin and M. May Seitanidi

The Value Creation Spectrum

Collaborative Value Mindset

Collaboration Stages

Collaborative Value Creation Processes

Collaborative Value Outcomes

Smart Collaborative Value Creation Practices

Conclusion

Endnote:

References

Chapter Sixteen: Evaluating the Effectiveness of Nonprofit Organizations
Vic Murray

What Is Organizational Effectiveness?

What Is Organizational Effectiveness Evaluation?

Why Is Organizational Effectiveness Evaluation Important? The Accountability Movement

The Ideal Evaluation Process and Its Problems

Recent Tools for Improving Organizational Effectiveness Evaluation

Conclusion

Notes

References

Part Four Developing and Managing Nonprofit Financial Resources

Chapter Seventeen: Financial Leadership in Nonprofit Organizations
Jeanne Bell and Shannon Ellis

Organizational Culture, Systems and Skills to Support Financial Leadership

Conclusion

References

Chapter Eighteen: Philanthropy and Fundraising: The Comprehensive Development Program
Sarah K. Nathan and Eugene R. Tempel

The Philanthropic Environment and Context

The Total Development Program

Stewardship and Accountability

Organizational Issues Impacting Fundraising

Conclusion

References

Chapter Nineteen: Nonprofit Finance: Developing Nonprofit Resources
Dennis R. Young and Jung–In Soh

Sources of Nonprofit Income

Economic Concepts Underlying Nonprofit Finance

The Role of Different Forms of Nonprofit Income

Portfolio Issues

Conclusion

References

Chapter Twenty: Managing the Challenges of Government Contracts
Stephen Rathgeb Smith

Background

A Restructured Contracting Relationship

Contracting as a Regime

Strategic Management in an Era Of Impact, Competition, and Accountability

Innovation and Reform In Contracting

Conclusion

References

Chapter Twenty–One: Tools and Techniques of Nonprofit Financial Management
Woods Bowman

How to Avoid a Cash Shortage

How to Prepare a Budget

How to Use a Budget To Manage

How to Achieve Long–Run Success

How Boards Should Oversee Finance

Conclusion

References

Endnotes

PART FIVE: LEADING AND MANAGING PEOPLE IN NONPROFITS

Chapter Twenty–Two: Effective Human Resource Management: Nonprofit Staffing For The Future
Mary R. Watson and Rikki Abzug

Why Emphasize Recruitment And Retention?

Human Resources is a System, Not a Set of Tasks

First Things First: Make It Legal

Putting It All Together:

The Processes of Human Resources

Retention through Motivation

Discharge, Layoffs, and Voluntary Turnover

Make or Buy? Outsourcing Human Resources

Summary: Effective Human Resource Practice

References

Chapter Twenty–Three: Compensation: Total Rewards Programs in Nonprofit Organizations
Nancy E. Day

Total Rewards: Integral to Organizational Strategy

Traditional Base Compensation Principles

Incentive Pay in Nonprofits

Executive Pay in Nonprofits

Benefits

P[9iFying Rewards Costs to Directors

Conclusion

References

Chapter Twenty–Four: Designing and Managing Volunteer Programs
Jeffrey L. Brudney

Establishing the Rationale for Volunteer Involvement

Involving Paid Staff in Volunteeer Program Design

Integrating the Volunteer Program into the Organization

Creating Positions of Program Leadership

Preparing Job Descriptions for Volunteer Positions

Meeting the Needs of Volunteers

Recruiting and Retaining Volunteers

Managing Volunteers

Evaluating and Recognizing the Volunteer Effort

Summary and Conclusion

References

Conclusion

The Future of Nonprofit Leadership and Management
David O. Renz

The Successful Nonprofit Leader and Manager of the Future

Does Nonprofit Management Differ from For–Profit Management?

Conclusion

References

THE EDITOR

DAVID O. RENZ is the Beth K. Smith/Missouri Chair in Nonprofit Leadership and the Director of the Midwest Center for Nonprofit Leadership, a leadership development and research center at the Henry W. Bloch School of Business and Public Administration at the University of Missouri, Kansas City.