000			03329cam a22003618i 4500
001			21229423
003			OSt
005			20211005082150.0
008			191007s2019 nyu 000 0 eng
010			_a 2019032301
020			_a9780190097844 _q(paperback)
020			_z9780190097868 _q(epub)
020			_z9780190097851
040			_aDLC _beng _erda _cDLC
042			_apcc
050	0	0	_aHD 62.6 _b.G64 2019
082	0	0	_a658.4/092 _223
100	1		_aGolensky, Martha, _eauthor. _918408
245	1	0	_aStrategic leadership and management in nonprofit organizations : _btheory and practice / _cMartha Golensky, Emeritus, Grand Valley State University, Mark A. Hager, Arizona State University.
250			_aSecond Edition.
263			_a1912
300			_apages cm
500			_aRevised edition of Strategic leadership and management in nonprofit organizations, c2011.
520			_a""Nonprofit organizations need smart, informed managers. This introductory textbook aims to expose students to the range of responsibilities expected from modern nonprofit organizations, their boards, their executive management, their frontline staff, and their community volunteers. Featuring an extended case study, the book is aimed at students and professionals. Section 1 focuses on the characteristics of a nonprofit organization, with an explanation of the specific attributes of both charitable and member-serving nonprofits. It consider the historical development of the nonprofit sector as a whole and of the human services subsector in particular. The section culminates with a review of the political and economic climate in which nonprofits operate. Section 2 considers general theories of leadership. The multiple roles of the nonprofit professional leader are delineated, to recognize that the same person may serve as manager and administrator, motivated by different priorities when functioning in each capacity. Ethical issues are also considered, along with the theoretical and practical aspects of decision-making, and the relationship between organizational culture and organizational change. Sections 3 and 4 address the specific skills of the nonprofit leader involved in securing material resources and managing human resources, respectively. In section 3, strategic planning, program planning and evaluation, resource generation, organizational performance indicators, and technology and communication are the areas of emphasis. Section 4 includes chapters dealing with leadership to create and protect a culture of integrity, human resource management, and the practical aspects of board governance. The book concludes with a focus on the role of volunteers and the need for organizations to provide them good experiences if they want volunteers to keep coming back.""--
650		0	_aNonprofit organizations _xManagement. _94338
650		0	_aNonprofit organizations. _91053
650		0	_aStrategic planning. _9622
700	1		_aHager, Mark A., _eauthor. _918409
776	0	8	_iOnline version: _aHager, Mark A., _tStrategic leadership and management in nonprofit organizations _bSecond edition. _dNew York : Oxford University Press, 2019. _z9780190097868 _w(DLC) 2019032302
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cBOOK
999			_c17925 _d17925