This is the Third Edition of the bestselling nonprofit management reference and text called the "big green book." Based on updated research, theory, and experience, this comprehensive edition offers practical advice on managing nonprofit organizations and addresses key aspects such as board development, strategic planning, lobbying, marketing, fundraising, volunteer management, financial management, risk management, and compensation and benefits. New chapters cover developments in such areas as social entrepreneurship, financial leadership and capital structure, accountability and transparency, and the changing political-legal climate. It includes an instructor's manual
This is the Third Edition of the bestselling nonprofit management reference and text called the "big green book." Based on updated research, theory, and experience, this comprehensive edition offers practical advice on managing nonprofit organizations and addresses key aspects such as board development, strategic planning, lobbying, marketing, fundraising, volunteer management, financial management, risk management, and compensation and benefits. New chapters cover developments in such areas as social entrepreneurship, financial leadership and capital structure, accountability and transparency, and the changing political-legal climate. It includes an instructor's manual
Figures, Tables, and Exhibits xi The Editor xv The Contributors xvii Foreword xxix Introduction to the Third Edition xxxi David O. Renz PART ONE: THE CONTEXT AND INSTITUTIONAL SETTING OF THE NONPROFIT SECTOR 1 1 Historical Perspectives on Nonprofit Organizations in the United States 3 Peter Dobkin Hall 2 The Legal Framework of the Nonprofit Sector in the United States 42 Bruce R. Hopkins and Virginia C. Gross 3 The Changing Context of Nonprofit Leadership and Management 77 Lester M. Salamon 4 The Many Faces of Nonprofit Accountability 101 Alnoor Ebrahim PART TWO: LEADING AND GOVERNING NONPROFIT ORGANIZATIONS 123 5 Leadership, Governance, and the Work of the Board 125 David O. Renz 6 Executive Leadership 157 Robert D. Herman 7 Ethical Nonprofit Management: Core Values and Key Practices 178 Thomas H. Jeavons 8 Strategic Management 206 William A. Brown 9 Strategic Planning and the Strategy Change Cycle 230 John M. Bryson 10 Social Entrepreneurship and Social Enterprise 262 Matthew T. A. Nash PART THREE: MANAGING NONPROFIT OPERATIONS 299 11 Marketing for Nonprofit Organizations 301 Brenda Gainer 12 Strategic Communications 329 Kathy Bonk 13 Advocacy, Lobbying, and Social Change 347 Marcia Avner 14 Collaboration and Strategic Alliances 375 John A. Yankey and Carol K. Willen 15 Outcome Assessment and Program Evaluation 401 John Clayton Thomas 16 Evaluating the Effectiveness of Nonprofit Organizations 431 Vic Murray PART FOUR: DEVELOPING AND MANAGING NONPROFIT FINANCIAL RESOURCES 459 17 Financial Leadership in Nonprofit Organizations 461 Jeanne Bell 18 Nonprofit Finance: Developing Nonprofit Resources 482 Dennis R. Young 19 Designing and Managing the Fundraising Program 505 Robert E. Fogal 20 Social Enterprise and Nonprofit Ventures 524 Scott T. Helm 21 Managing the Challenges of Government Contracts 553 Steven Rathgeb Smith 22 Financial Management and Accounting 580 David W. Young 23 Risk Management 642 Melanie Lockwood Herman PART FIVE: LEADING AND MANAGING PEOPLE IN NONPROFITS 667 24 Effective Human Resource Practices: Recruitment and Retention in Nonprofit Organizations 669 Mary R. Watson and Rikki Abzug 25 Total Rewards Programs in Nonprofit Organizations 709 Nancy E. Day 26 Designing and Managing Volunteer Programs 753 Jeffrey L. Brudney Conclusion: The Future of Nonprofit Leadership and Management 794 David O. Renz Name Index 805 Subject Index 815
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.
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