Strategic Management for Non-Profit Organizations (Routledge by Roger Courtney

By Roger Courtney

The voluntary nonprofit region is now excited by all points of people's lives. The administration of such enterprises hasn't ever been of extra curiosity than it really is now, and the sphere as an entire is in a interval of serious switch. Well-meaning amateurs are being changed by means of hugely devoted leaders, and one in each six staff within the provider zone is now operating within the voluntary area. during this transferring weather, this enlightening e-book questions even if voluntary firms may still now be extra business-like. necessary good points of the textual content comprise: * bankruptcy advent and summaries* boxed positive aspects (including examples of undertaking statements, worth statements and the tactic making plans pyramid)* special case-studies of nonprofit businesses (covering strategic matters, strategic making plans tactics and examples of using specific techniques)* overview and dialogue questions* vast bibliography. providing a different perception into the idea and perform of strategic administration for voluntary nonprofit businesses, this publication may be of significant curiosity to either practitioners and scholars of voluntary zone administration.

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Extra resources for Strategic Management for Non-Profit Organizations (Routledge Studies in the Management of Voluntaryand Non-Profit Organizations, 3)

Example text

Running a business like a voluntary enterprise would be as disastrous as running a voluntary enterprise like a business. Drucker (1990) suggests that ‘ “management” was a very bad word in voluntary nonprofit organisations. It meant “business” to them, and one thing they were not was a business, indeed most of them believed that they did not need anything called “management” ’. Handy (1988) argued, however, that voluntary nonprofit organizations needed to be more business-like, and that, when they are thinking about management issues, voluntary nonprofit organizations would be foolish to throw the baby out with the bathwater because of an ‘ideological fanaticism’.

Since the impartiality and accuracy of Amnesty International (or any human rights organization) is the source of its reputation and ability to influence events, this was a serious problem. Also, relatively few countries tolerated human rights activism sufficiently to allow an internal activist to work without interference or threats to his freedom and safety. However, most of the early principles and types of work remain unchanged, and the organization has grown to over 1 million members in over 150 countries.

In the USA the term ‘the nonprofit sector’ (sometimes ‘not-for-profit’) is most commonly used, highlighting the key negative characteristic: that such organizations by definition may not distribute a profit to members, or others with a beneficial interest. However, to define a sector by one characteristic alone, and in the negative, is not entirely satisfactory. Statutory bodies are also not permitted to distribute their profits, if any. Osborne (1996) therefore favours the term ‘voluntary and non-profit organisations’ (VNPOs).

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