Nonprofit organizations in the U.S. earn more than $100 billion annually, and number over a million different organizations. They face increasing competition for donor's dollars and many of the issues they confront are similar to those confronted by for-profit organizations. Strategic Management for Nonprofit Organizations applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available; it analyzes the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive. The book draws clear distinctions between the different challenges encountered by nonprofits operating in different industries.

lgrsnf/D:\!genesis\library.nu\bf\_47226.bf73ad52804bb29f675beda3b1c88148.pdf

nexusstc/Strategic Management for Nonprofit Organizations: Theory and Cases/bf73ad52804bb29f675beda3b1c88148.pdf

zlib/History/American Studies/Sharon M. Oster/Strategic Management for Nonprofit Organizations: Theory and Cases_917275.pdf

Strategic management for nonprofit organisations : theory and cases

Oster, Sharon M.

Oxford Institute for Energy Studies

German Historical Institute London

United Kingdom and Ireland, United Kingdom

New York, New York State, 1995

1, PS, 1995

до 2011-01

lg492641

{"isbns":["0195085035","9780195085037"],"last_page":360}

Includes bibliographical references (p. 333-344) and index.

Contents......Page 8
1. Introduction......Page 14
A Look at the Field Today......Page 15
A Look at Diversity in the Nonprofit Sector......Page 19
Internal Revenue Service Distinctions......Page 21
The Management Process: A Road Map of the Book......Page 22
Why Do we have Nonprofits?......Page 28
The Role of the Mission Statement......Page 33
The Process of Mission-Setting......Page 35
How Broad or Narrow Should the Mission Statement Be?......Page 38
Conclusion......Page 39
Competitive Analysis for the Nonprofit: The Industry Level......Page 40
Market Definition......Page 41
Description of Current Industry Participants......Page 42
Entry Conditions......Page 43
Competition from Substitute Products......Page 47
The Demand Side......Page 48
Users......Page 49
Donor Power......Page 51
Supply......Page 52
Industry Structure: Sources of Advantage......Page 53
Summary......Page 56
4. Competition and Cooperation Among Nonprofits......Page 58
Game Theory......Page 59
Simultaneous versus Sequential Games......Page 61
Cooperation among Nonprofits: Beyond Games......Page 68
Strategies for Cooperation......Page 71
Competing with For-Profit Organizations and Public Agencies......Page 72
A Few Thoughts on the Balance Between Competition and Cooperation......Page 74
Attracting and Motivating Staff......Page 76
Centralization versus Decentralization......Page 80
Managing Volunteers......Page 84
Conclusion......Page 85
A Review of the Stylized Facts About Nonprofits......Page 86
Function of the Board: The Theory......Page 87
Functions of the Board: In Practice......Page 91
Increasing Board Effectiveness......Page 94
Conclusion......Page 96
Why Broaden the Product Portfolio?......Page 98
The Product Portfolio: Balancing Ventures......Page 103
Combining for Profit and Nonprofit Ventures......Page 104
Tax Issues......Page 105
Strategic Management Issues......Page 107
Pricing in the Nonprofit World......Page 109
Pricing in the Nonprofit Sector: How Much Do We Charge?......Page 113
Conclusion......Page 116
Charitable Contributions: Magnitude and Sources......Page 118
The Optimal Level of Fundraising Effort......Page 122
Determinants of Giving: The Individual Level......Page 125
Corporate Giving: Trends and Determinants......Page 129
Cooperation versus Competition in Fundraising......Page 130
Conclusion......Page 132
Why do we have Financial Reports?......Page 134
The Budget Process......Page 138
The Problems of Inadequate Budget Control: Using Variance Analysis......Page 143
Conclusions......Page 149
10. Program Evaluation......Page 150
Effectiveness versus Efficiency: A Few Definitions......Page 151
For Whom are we Evaluating Programs?......Page 152
The Mechanics of Program Evaluation......Page 154
Concluding Thoughts on Performance Evaluations......Page 157
The Adaptability of the Nonprofit......Page 160
Sources of Change......Page 162
Experiencing Change......Page 165
Concluding Thoughts......Page 166
Appendix: Guide to the Cases......Page 168
A. People for the American Way......Page 171
B. United Hmong Association......Page 187
C. Public Broadcasting System......Page 208
D. American Red Cross......Page 229
E. The Good Faith Fund......Page 244
F. Classical Jazz at Lincoln Center......Page 262
G. The Future of Donor Choice at United Way......Page 283
H. Guggenheim Museum......Page 298
I. Leeway, Inc.......Page 321
Notes......Page 344
C......Page 356
F......Page 357
K......Page 358
P......Page 359
S......Page 360
Z......Page 361

Strategic Management for Nonprofit Organizations applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available, analyzes the operational tasks in executing the plan, and describes the ways in which nonprofits need to change in order to remain competitive.
Drawing on literature in the fields of economics, management, accounting, and organizational theory, Sharon Oster explores a wide range of topics including a discussion of the role and mission of the nonprofit - from fund-raising to accounting and from evaluation to the treatment of volunteers and the board of directors. Examples are taken from all parts of the nonprofit arena including the arts, health care, education, social services, foundations, and economic development.
This is the first book to bring modern strategic management concepts to the problems of managing nonprofit organizations. It draws clear distinctions between the different industries and offers practical solutions to the challenges confronting managers of nonprofits.

Nonprofit organizations in the U.S. earn more than USD100 billion annually, and number over a million different organizations. They face increasing competition for donor's dollars and many of the issues they confront are similar to those confronted by for-profit organizations. This book applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available; it analyses the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive. The book draws clear distinctions between the different challenges encountered by nonprofits operating in different industries. It will be useful for managers in such diverse organizations as the Santa Fe Opera, the Salvation Army, and the National Football League

<p><P>Nonprofit organizations in the U.S. earn more than $100 billion annually, and number over a million different organizations. They face increasing competition for donor's dollars and many of the issues they confront are similar to those confronted by for-profit organizations.<br><b>Strategic Management for Nonprofit Organizations</b> applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available; it analyzes the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive. The book draws clear distinctions between the different challenges encountered by nonprofits operating in different industries.</p>

2011-06-04