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High Performance Nonprofit Organizations: Managing Upstream for Greater Impact
by Letts, Christine W.; Ryan, William... | HC | LikeNew
US $5.41
ApproximatelyRM 22.86
Condition:
“Pages are clean and are not marred by notes or folds of any kind. ~ ThriftBooks: Read More, ”... Read moreabout condition
Like New
A book in excellent condition. Cover is shiny and undamaged, and the dust jacket is included for hard covers. No missing or damaged pages, no creases or tears, and no underlining/highlighting of text or writing in the margins. May be very minimal identifying marks on the inside cover. Very minimal wear and tear.
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eBay item number:376084756475
Item specifics
- Condition
- Like New
- Seller Notes
- Binding
- Hardcover
- Weight
- 1 lbs
- Product Group
- Book
- IsTextBook
- Yes
- ISBN
- 9780471174578
About this product
Product Identifiers
Publisher
Wiley & Sons, Incorporated, John
ISBN-10
0471174572
ISBN-13
9780471174578
eBay Product ID (ePID)
543427
Product Key Features
Book Title
High Performance Nonprofit Organizations : Managing Upstream for Greater Impact
Number of Pages
224 Pages
Language
English
Publication Year
1998
Topic
Nonprofit Organizations & Charities / Management & Leadership, Nonprofit Organizations & Charities / General
Illustrator
Yes
Genre
Business & Economics
Book Series
Wiley Nonprofit Law, Finance and Management Ser.
Format
Hardcover
Dimensions
Item Height
0.8 in
Item Weight
14 Oz
Item Length
9.3 in
Item Width
6.3 in
Additional Product Features
Intended Audience
Trade
LCCN
98-024240
Dewey Edition
21
Reviews
"It is the one book that every non profit manager should read." (Administration in Social Work, Volume 26, No. 2, 2002)
Series Volume Number
119
Dewey Decimal
658/.048
Table Of Content
CONNECTING ORGANIZATIONAL CAPACITY, PERFORMANCE, AND SOCIAL IMPACT. Organizational Performance: The Hidden Engine of Social Impact. Cross-Sector Lessons on Organizational Capacity. BUILDING THE ORGANIZATIONAL CAPACITY THAT LEADS TO HIGH PERFORMANCE. Quality Processes: Advancing Mission by Meeting Client Needs. Product Development: Better Ideas and Better Implementation. Benchmarking: An Organizational Process That Links Learning and Results. Human Resources: Developing Employees to Advance Organizational Goals. MOBILIZING STAKEHOLDERS FOR HIGH PERFORMANCE. The Nonprofit Board: Creating a Culture of Performance. The National Office: Leading Program Expansion by Supporting High Performance. Virtuous Capital: Investing in Performance. Building a Nonprofit Agenda for Performance. Index.
Synopsis
Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizationsnonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations. Drawing on management techniques used by successful managers in both businesses and nonprofits, High Performance Nonprofit Organizations outlines approaches that nonprofits can use to build their capacity for learning, innovating, ensuring quality, and motivating staff. Illustrated with case studies and examples, the book outlines processes for achieving these goals, including: human resources management-to attract and develop employees truly in synch with an organizations mission benchmarking-to identify practices that best meet a nonprofits needs responsiveness and quality systems-to continuously review and upgrade quality of service product development-to tap the talents of every employee to create effective programs The authors argue that these processesfar from corrupting a nonprofit with practices that evolved to make companies more profitableactually help an organization convert its values and integrity into results for clients and communities. These adaptive capacities help nonprofits deliver on their mission, building the model organization that will make the biggest impact with model programs. High Performance Nonprofit Organizations goes further, laying out an agenda for changing the nonprofit environment, making it more supportive of its managers and more aware of the potential of organizational capacity. The authors assess the special opportunity of several stakeholders-including the nonprofit board, foundations, and the national office of multisite nonprofitsto create a new culture that values organizational performance. For the nonprofit manager trying to build an organization that is truly responsive to its clients and community, High Performance Nonprofit Organizations is an essential review of best practices. For the board member, foundation program officer, or nonprofit leader trying to create sustained impact, it is a provocative challenge to deal with the sectors unfinished business with a new approach., Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizations'nonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations. Drawing on management techniques used by successful managers in both businesses and nonprofits, High Performance Nonprofit Organizations outlines approaches that nonprofits can use to build their capacity for learning, innovating, ensuring quality, and motivating staff. Illustrated with case studies and examples, the book outlines processes for achieving these goals, including: human resources management-to attract and develop employees truly in synch with an organizations mission benchmarking-to identify practices that best meet a nonprofits needs responsiveness and quality systems-to continuously review and upgrade quality of service product development-to tap the talents of every employee to create effective programs The authors argue that these processes'far from corrupting a nonprofit with practices that evolved to make companies more profitable'actually help an organization convert its values and integrity into results for clients and communities. These adaptive capacities help nonprofits deliver on their mission, building the model organization that will make the biggest impact with model programs. High Performance Nonprofit Organizations goes further, laying out an agenda for changing the nonprofit environment, making it more supportive of its managers and more aware of the potential of organizational capacity. The authors assess the special opportunity of several stakeholders-including the nonprofit board, foundations, and the national office of multisite nonprofits'to create a new culture that values organizational performance. For the nonprofit manager trying to build an organization that is truly responsive to its clients and community, High Performance Nonprofit Organizations is an essential review of best practices. For the board member, foundation program officer, or nonprofit leader trying to create sustained impact, it is a provocative challenge to deal with the sectors unfinished business with a new approach., Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizations'nonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations. Drawing on management techniques used by successful managers in both businesses and nonprofits, High Performance Nonprofit Organizations outlines approaches that nonprofits can use to build their capacity for learning, innovating, ensuring quality, and motivating staff. Illustrated with case studies and examples, the book outlines processes for achieving these goals, including: * human resources management-to attract and develop employees truly in synch with an organization's mission * benchmarking-to identify practices that best meet a nonprofit's needs * responsiveness and quality systems-to continuously review and upgrade quality of service * product development-to tap the talents of every employee to create effective programs The authors argue that these processes'far from corrupting a nonprofit with practices that evolved to make companies more profitable'actually help an organization convert its values and integrity into results for clients and communities. These adaptive capacities help nonprofits deliver on their mission, building the model organization that will make the biggest impact with model programs. High Performance Nonprofit Organizations goes further, laying out an agenda for changing the nonprofit environment, making it more supportive of its managers and more aware of the potential of organizational capacity. The authors assess the special opportunity of several stakeholders-including the nonprofit board, foundations, and the national office of multisite nonprofits'to create a new culture that values organizational performance. For the nonprofit manager trying to build an organization that is truly responsive to its clients and community, High Performance Nonprofit Organizations is an essential review of best practices. For the board member, foundation program officer, or nonprofit leader trying to create sustained impact, it is a provocative challenge to deal with the sector's unfinished business with a new approach., Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive.
LC Classification Number
HD62.6.L47 1999
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Seller feedback (5,711,061)
- e***e (452)- Feedback left by buyer.Past monthVerified purchaseGreat book great seller
- o***i (2581)- Feedback left by buyer.Past monthVerified purchaseThank you.
- o***i (2581)- Feedback left by buyer.Past monthVerified purchaseThank you.