Third Sector Management

William B. Werther is the codirector of the Center for Nonprofit Management and Office Depot Management Scholar at the University of Miami. He also is a past chair for the Managerial Consultation Division of the Academy of Management, Fellow and past chair of the International Society for Productivity and Quality Research, and Fellow in the World Academy of Productivity Science.

List of Figures

xi

List of Tables

xiii

About the Authors

xv

Preface

xvii

Part I. The Strategic Perspective and Players

The Third Sector

3

(25)

The Strategic Approach

4

(1)

Benefits of a Strategic Viewpoint

5

(1)

Limitations to a Strategic Viewpoint

6

(1)

The Life Cycle of Nonprofits

7

(4)

Operational Nonprofit Evolution

11

(5)

Nonprofit Leadership

16

(1)

Multiple Roles of Leaders

16

(1)

Nonprofit Boards

17

(7)

Leadership and Staffing

24

(1)

Strategic Execution

25

(1)

Plan of the Book

25

(1)

Conclusion

26

(1)

References

27

(1)

The Strategic View

28

(23)

Why Vision Matters

30

(1)

Vision-Directed Mission

31

(1)

Strategic Thinking

32

(3)

Environmental Evaluation of Nonprofits

35

(3)

Planning and Goal Setting

38

(2)

Pitfalls of Strategic Planning

40

(1)

Leadership Roles and Decision Making

41

(5)

Strategy and Structure

46

(2)

Conclusion

48

(1)

References

49

(2)

Board Development

51

(20)

Board Responsibilities

52

(1)

Board Involvement

53

(2)

Structured Board Involvement

55

(4)

Board Evaluation

59

(2)

Board Recruitment

61

(4)

Orienting and Integrating New Board Members

65

(1)

Board Renewal

66

(1)

Liabilities of Board Members

67

(1)

Conclusion

68

(1)

References

69

(2)

Strategic Leadership

71

(20)

Evolving Boundaries and Expectations

72

(2)

The CEO's Strategic Role

74

(3)

Long-Range Planning

77

(8)

Other Leadership Responsibilities

85

(4)

Conclusion

89

(1)

References

90

(1)

Staffing Nonprofits

91

(26)

Human Resource Information System

93

(1)

Staff Recruitment

94

(3)

Staff Selection

97

(5)

Staff Orientation

102

(1)

Training and Development of Human Resources

103

(3)

Staff Evaluation

106

(2)

Staff Compensation

108

(2)

Motivating Volunteers

110

(1)

Building a Human Organization

111

(1)

Conclusion

112

(2)

References

114

(3)

Part II. Strategic Execution

Nonprofit Productivity

117

(25)

When Less Is More

118

(4)

A Winning Attitude

122

(2)

Together We Can

124

(5)

A Little Leeway

129

(3)

Technology Management

132

(4)

The Accounting Approach

136

(2)

Conclusion

138

(1)

References

139

(3)

Evaluation and Accountability

142

(22)

Fundamentals of Evaluation

144

(4)

Performance Measurement

148

(4)

Data Collection

152

(4)

Organizational Evaluation

156

(5)

Conclusion

161

(1)

References

162

(2)

Building Bridges

164

(21)

Framework

165

(3)

Alliances among Nonprofits

168

(2)

Partnerships with Business

170

(4)

Becoming Like a Business

174

(1)

Alliances Involving Government

175

(6)

Conclusion

181

(1)

References

182

(3)

Fundraising

185

(19)

Strategic Linkages

187

(4)

Annual Giving Campaigns

191

(3)

Special Events

194

(2)

Major Giving

196

(3)

Grants

199

(3)

Conclusion

202

(1)

References

202

(2)

The Third Sector Reconsidered

204

(17)

Vision/Mission-Driven Nonprofits

205

(1)

The Strategic Connection

205

(2)

The Life Cycle of Nonprofits

207

(1)

The Success Triangle: Board, Leadership, Staff

208

(1)

Efficiency and Effectiveness

209

(1)

Alliances and Partnerships

210

(1)

The Great Funding Crisis

211

(2)

The Future of Nonprofits

213

(2)

The Golden Age of Nonprofits

215

(1)

Global Trends

216

(2)

Conclusion

218

(1)

References

219

(2)

Index

221

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Third Sector Management

Summary

Table of Contents

Supplemental Materials