“... an extraordinary resource.”

“It's a kind of Wiki of all you need to know to navigate what has become the nonprofit profession, with its specialized language, its standards, theories, and expectations.”

STRATEGIC LEADERSHIP AND MANAGEMENT IN NONPROFIT ORGANIZATIONS
Theory and Practice

Martha Golensky, Grand Valley State University

Survival is a critical concern for nonprofits in today’s competitive environment. Strategic Leadership and Management in Nonprofit Organizations provides the tools leaders need to secure vital resources and make sound decisions for their organizations. Martha Golensky, with her extensive experience as a nonprofit executive, consultant, and educator, provides a comprehensive picture of the challenges confronting nonprofits and shows how they can be met in the most effective, efficient, and ethical manner.

This book is a useful guide for students and professionals new to the workplace as well as a handy reference for experienced managers. Topics include successfully managing change, strengthening programs, nurturing a dynamic board of directors, diversifying revenues, and building a strong, committed staff and volunteer corps.

Features

• An insider’s view of the conflicting demands on nonprofit leaders
• An extended case study serving as a base for addressing major topics
• The story of how modern-day practices in the nonprofit sector developed
• In-depth instructor's manual with teaching tips and exercises, role-plays, and guidelines for a management audit assignment

Contents

Preface

Section 1: Understanding the Nonprofit Sector
Chapter 1: Definition of a Nonprofit Organization
Chapter 2: Historical Development of Nonprofit Organizations
Chapter 3: Political and Economic Considerations
Discussion Questions for Section 1
Selected Readings for Section 1

Section 2: Leading in Turbulent Times
Conflicting Agendas for the Future of a Youth Agency, Part 1 of case study
Chapter 4: The Nature of Leadership
Chapter 5: The Practice of Leadership
Chapter 6: Decision-Making
Chapter 7: Organizational Change
Discussion Questions for Section 2
Selected Readings for Section 2

Section 3: Securing Material Resources
Conflicting Agendas for the Future of a Youth Agency, Part 2 of case study
Chapter 8: Strategic Planning
Chapter 9: Program Development
Chapter 10: Resource Generation
Chapter 11: Organizational Performance Indicators
Chapter 12: Technology and Communication
Discussion Questions for Section 3
Selected Readings for Section 3

Section 4: Maximizing Human Resources
Conflicting Agendas for the Future of a Youth Agency, Part 3 of case study
Chapter 13: Leadership by Example
Chapter 14: Human Resources Management
Chapter 15: The Nonprofit Governing Board
Chapter 16: Direct Service Volunteers
Discussion Questions for Section 4
Selected Readings for Section 4

About the Author

Martha Golensky (DSW, City University of New York; MSW, Hunter College) is professor emerita of social work at Grand Valley State University in Michigan. In a career spanning thirty years, she has worked in nonprofit organizations at the local, state, and national levels. She was executive director of Pathways for Youth in New York City, executive director of the Connecticut Trails Council of Girl Scouts, president/CEO of the Center for Nonprofit Corporations in New Jersey, and national director of the capital campaign of the United Negro College Fund. As a nonprofit leader, she has raised over $100 million for worthy causes. She is the founder and was first chair of the pracademics section of ARNOVA. She served as a trainer/consultant on grant writing for the Center for Creative Leadership and as a consultant for strategic planning to the Greensboro Jewish Federation. She is also a regular contributor to Nonprofit World.

2011 paperback, 360 pages, ISBN 978-1-933478-68-5, $69.95