Strategic Management for Nonprofit Organizations

Strategic Management for Nonprofit Organizations : Theory and Cases

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Description

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. 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.
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Product details

  • Hardback | 360 pages
  • 165.1 x 236.22 x 30.48mm | 771.1g
  • Oxford, United Kingdom
  • English
  • New
  • line figures, tables
  • 0195085035
  • 9780195085037
  • 1,555,942

Back cover copy

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.
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Table of contents

Chapter 1: INTRODUCTION
Chapter 2: THE MISSION OF THE NON-PROFIT ORGANIZATION
Chapter 3: STRUCTURAL ANALYSIS OF A NON-PROFIT INDUSTRY
Chapter 4: COMPETITION AND COOPERATION AMONG NON-PROFITS
Chapter 5: HUMAN RESOURCE MANAGEMENT
Chapter 6: THE NON-PROFIT BOARD OF DIRECTORS
Chapter 7: PRODUCT MIX AND PRICING
Chapter 8: FUNDRAISING AND NON-PROFITS
Chapter 9: MANAGERIAL CONTROL
Chapter 10: PROGRAM EVALUATION
Chapter 11: THE POTENTIAL FOR CHANGE
Appendix 1: GUIDE TO THE CASES
REFERENCES
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Review quote

Sharon Oster's book provides some of the important theory necessary to successfully manage a nonprofit. Her thoughtful analysis of the marketplace is the kind of information that is commonly available in the for-profit sector, but has not been developed for the nonprofit sector-a real contribution. * Allen Grossman, President, Outward Bound *
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About Sharon M. Oster

Sharon M. Oster is Associate Dean and Frederic D. Wolfe Professor of Management and Entrepreneurship at the Yale School of Management and Organization, where she was named best instructor in a 1994 Business Week survey of business schools. She is the author of Modern Competitive Analysis, Second Edition (Oxford, 1994) and writes widely in the areas of industrial organization and competitive strategy.
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