Mission–Based Management. Leading Your Not–for–Profit In the 21st Century. 3rd Edition. Wiley Nonprofit Law, Finance and Management Series

  • ID: 2241569
  • Book
  • 320 Pages
  • John Wiley and Sons Ltd
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Praise for MISSION–BASED MANAGEMENT

Leading Your Not–for–Profit in the 21st Century

THIRD EDITION

"Peter really nailed it this time! This timely, practical, and comprehensive guide on leading and managing not–for–profits should be mandatory reading in every business school across the nation and is a must–read for every nonprofit executive."
Deborah Atkinson, AVP, NISH - Learning and Performance Excellence

"Mission–Based Management continues to be the platform for great management thought and execution. It is the ′why′ and ′how′ a not–for–profit organization should use in these uncertain times. A great update to a classic."
Ray Bishop, President, Goodwill Industries of North Georgia

"Nonprofit leadership demands constant vigilance and recognition that the best ways to govern and manage may, and probably will, change over time. Mission–Based Management, Third Edition retains its earlier emphasis on the most important aspect of nonprofit leadership remaining focused on the mission while providing both practical and new advice for board and staff leaders. In his easy–to–understand style, Brinckerhoff has written a true reference book!"
Cheryl Taylor, President Foellinger Foundation

"Mission–Based Management is a timely and essential must–read for today′s nonprofit managers. Brinckerhoff focuses with laser–sharp precision on the key essentials of nonprofit management while using practical examples that reflect the challenges of today′s environment."
Kristen J. McCormack, Faculty Director, Public and Nonprofit Management Program and Institute for Nonprofit Management and Leadership, Boston University School of Management

NOW IN AN EXCITING NEW EDITION, THE ONE BOOK EVERY NONPROFIT LEADER MUST HAVE
Written by a nationally recognized expert on improving the management of nonprofit organizations who has trained thousands of people in hundreds of seminars on best practices in nonprofit management, this hands–on guide to managing nonprofit organizations uses standard business techniques, while at the same time addressing your unique challenges in managing a nonprofit organization.

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Acknowledgments.

Preface to the Third Edition.

About the Author.

Chapter 1 Introduction.

A look at three core philosophies, who the book is written for, how the book is designed, and how to get the most from reading it.

Chapter 2 Where We Were, Where We Are, Where We′re Going.

A brief history of the nonprofit world, an examination of the relationship between nonprofits and their funders, and an updated prediction of the nonprofit world for the next ten years.

Chapter 3 What Works: The Characteristics of a Successful Nonprofit.

An updated list of the ten things that a nonprofit needs to continue to do its mission well in the twenty–first century.

Chapter 4 The Mission Is the Reason.

How to get the most benefit from the reason that nonprofits exist. For many, the mission is an underutilized resource. A discussion on updating and then using a motivational mission statement.

Chapter 5 Being Ethical, Accountable and Transparent.

Effective nonprofits are highly ethical, accountable to their communities and transparent both inside and outside the organization. The best ways to do this on the highest moral plane possible is covered.

Chapter 6 A Businesslike Board of Directors.

What an effective board is, and what the board′s and the staff′s respective roles are. Reducing board liability and recruiting and retaining a board will be covered as well.

Chapter 7 Leading Your People.

A new approach to nonprofit leadership that succeeds in today′s high–speed, information–driven environment, also including better communications, evaluations, and rewards.

Chapter 8 Embracing Technology for Mission.

How to use technology to better serve, manage, inform, market, empower, and compete in today′s all–tech, all–the–time environment.

Chapter 9 Creating a Social Entrepreneur.

How to develop a culture that takes reasonable risks on behalf of the people it serves. The criteria of a social entrepreneur. How to focus on your core competencies and remain flexible.

Chapter 10 Developing a Bias for Marketing.

The best way to bring your entire team into the marketing process, to discover who your markets really are and how to meet their needs and wants. The characteristics of a market–driven and mission–based organization. Why asking is so important.

Chapter 11 Financial Empowerment.

The eight key characteristics of a financially empowered nonprofit, better internal reporting, and how a nonprofit can keep what it earns.

Chapter 12 A Vision for the Future.

How to plan where you are going, and how to get the most from the planning process as well as from the plan itself. Sample plan outlines.

Chapter 13 The Controls That Set You Free.

The way to get the most from nine different kinds of policies, including a tested method for their development and enforcement.

Chapter 14 A National Agenda: Empowering Our Nonprofits.

A new way of looking at nonprofits for everyone to consider: funders, donors, volunteers staff, board, the public and the press. What we all need to do together to improve, free, embolden, and empower the not–for–profits that are so essential to our community.

Chapter 15 Final Words.

Index.

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Peter C. Brinckerhoff
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