The Jossey-Bass handbook of nonprofit leadership and management

Cover -- Title Page -- Copyright -- Contents -- Figures, Tables, and Exhibits -- The Contributors -- The Editor -- Introduction to the Fourth Edition -- Part One The Context and Institutional Setting of the Nonprofit Sector -- Chapter 1 Historical Perspectives on Nonprofit Organizations in the United States -- 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 -- Nonprofit Organizations -- Tax-Exempt Organizations -- Categories of Tax-Exempt Organizations -- Tax-Exempt Organizations Law Basics -- Public Charities and Private Foundations -- Governance -- Developments in Nonprofit Governance -- Unrelated Business Rules -- Subsidiaries -- Joint Ventures -- Other Aspects of Law of Exempt Organizations -- Organization of IRS -- Reference Resources -- Chapter 3 The Changing Context of Nonprofit Management in the United States -- Introduction -- The Nonprofit Sector in America -- Big Questions for Nonprofit Leaders -- Challenges and Opportunities for the Future -- Conclusion -- Note -- References -- Chapter 4 The Many Faces of Nonprofit Accountability -- Accountability to Whom? -- Accountability for What? -- Accountability How? -- Discussion and Implications -- Conclusions -- Notes -- References -- Part Two Leading and Governing Nonprofit Organizations -- Chapter 5 Leadership, Governance, and the Work of the Board -- The Legal Dimensions of Board Work.

The Legal Responsibilities of the Individual Board Member -- Governance, Strategy, and the Work of the Board -- The Work of Individual Board Members -- Characteristics of Typical Nonprofit Boards -- Building Board Capacity to Serve -- The Board Builder's Challenge: Taking the Long-Term Developmental Perspective -- Conclusion -- Notes -- References -- Chapter 6 Executive Leadership -- 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 7 Ethical Nonprofit Management: Core Values and Key Practices -- Chapter Overview -- 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 8 Strategic Management -- Nonprofit Strategic Management Cycle -- Service and Resource Opportunities -- Delivery Systems and Capabilities -- Performance and Control -- Conclusion -- References -- Chapter 9 Strategic Planning and the Strategy Change Cycle -- A Ten-Step Strategic Planning Process -- Tailoring the Process to Specific Circumstances -- Roles for Planners, Decision Makers, Implementers, and Citizens -- Summary -- References -- Chapter 10 Understanding Nonprofit Effectiveness -- 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 11 Social Entrepreneurship and Social Innovation.

Social Entrepreneurship Is Responding to the "New Realities -- What Is Social Entrepreneurship? -- Toward a Shared Theory of Social Entrepreneurship -- The Process of Social Entrepreneurship: Creating Worthy Opportunities -- Strengthening the "Ecosystem" of Social Entrepreneurship -- Finding Key Leverage Points in the Ecosystem -- Conclusion -- Notes -- References -- Chapter 12 Social Enterprise and Nonprofit Ventures -- 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 13 Marketing for Nonprofit Organizations -- 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 14 Advocacy, Lobbying, and Social Change -- The Role of Nonprofits in the Public Dialogue -- What Constitutes Advocacy? -- Building and Contributing to Social Change Movements -- Nonprofit Activism and the Law 1 -- 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 -- Evaluating Public Policy Advocacy, Lobbying, and Civic Engagement -- Advancing Advocacy as a Field -- Note -- References -- Chapter 15 Value Creation Through Collaboration -- The Value Creation Spectrum -- Collaborative Value Mindset -- Collaboration Stages -- Collaborative Value Creation Processes -- Collaborative Value Outcomes.

Smart Collaborative Value Creation Practices -- Conclusion -- Note -- References -- Reference Resources -- Chapter 16 Outcome Assessment and Program Evaluation -- Planning the Process for Outcome Assessment -- Defining Program Goals -- Measuring Goals -- Data Collection, Analysis, and Reporting -- Two Approaches to Program Evaluation -- Who Does the Evaluation? -- Determining the Purpose of the Evaluation -- Process Evaluation -- Data Development, Report Writing, and Follow-Up -- Summary -- References -- Part Four Developing and Managing Nonprofit Financial Resources -- Chapter 17 Financial Leadership in Nonprofit Organizations -- Organizational Culture, Systems, and Skills to Support Financial Leadership -- Leading with a Long-Term Wealth Frame -- A Dynamic Modestly Profitable Program Portfolio -- From Planning to Deciding -- Conclusion -- References -- Chapter 18 Philanthropy and Fundraising: The Comprehensive Development Program -- The Philanthropic Environment and Context -- The Total Development Program -- Stewardship and Accountability -- Organizational Issues Impacting Fundraising -- Conclusion -- Note -- References -- Chapter 19 Nonprofit Finance: Developing Nonprofit Resources -- Sources of Nonprofit Income -- Economic Concepts Underlying Nonprofit Finance -- The Role of Different Forms of Nonprofit Income -- Portfolio Issues -- Conclusion -- References -- Chapter 20 Managing the Challenges of Government Contracts -- 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 21 Tools and Techniques of Nonprofit Financial Management -- 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 Finances -- Conclusion -- Reference Resources -- Notes -- References -- Part Five Leading and Managing People in Nonprofits -- Chapter 22 Effective Human Resource Management: Nonprofit Staffing for the Future -- Why Emphasize Recruitment and Retention? -- Human Resources Is a System, Not a Set of Tasks -- If You Build It, They Will Come (and Stay) -- 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 23 Compensation: Total Rewards Programs in Nonprofit Organizations -- Total Rewards: Integral to Organizational Strategy -- Traditional Base Compensation Principles -- Incentive Pay in Nonprofits -- Executive Pay in Nonprofits -- Benefits -- Justifying Reward Costs to Directors -- Conclusion -- References -- Chapter 24 Designing and Managing Volunteer Programs -- Establishing the Rationale for Volunteer Involvement -- Involving Paid Staff in Volunteer 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 Volunteer Effort -- Summary and Conclusion -- References -- Conclusion: The Future of Nonprofit Leadership and Management -- Name Index -- Subject Index -- EULA.