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.
Organizational Performance: The Hidden Engine of Social Impact.
Cross–Sector Lessons on Organizational Capacity.
BUILDING THE ORGANIZATIONAL CAPACITY THAT LEADS TO HIGH PERFORMANCE.
Quality Processes: Advancing Mission by Meeting Client Needs.
Product Development: Better Ideas and Better Implementation.
Benchmarking: An Organizational Process That Links Learning and Results.
Human Resources: Developing Employees to Advance Organizational Goals.
MOBILIZING STAKEHOLDERS FOR HIGH PERFORMANCE.
The Nonprofit Board: Creating a Culture of Performance.
The National Office: Leading Program Expansion by Supporting High Performance.
Virtuous Capital: Investing in Performance.
Building a Nonprofit Agenda for Performance.