Suchergebnisse

This book is aimed at leaders of nonprofit organizations. These leaders include executive directors, managers, board members, pastors, key volunteers, and anyone who wishes to make a difference. The four overarching areas of living the mission, making good decisions, getting things done, and developing your team emerged from literature searches, focus groups, and surveys to discover objectively what critical skills and knowledge are most useful to leaders of nonprofit organizations. Experts contribute individual chapters in each of these four areas. This book can be used as a reference for specific skills and knowledge in any of these areas. It can also be used as a text since it covers 16 specific chapters within the four major sections and each chapter has a major case example, assessment questions, and summaries of key concepts.

AbstractExecutive leadership is a critical component in the success of nonprofit organizations. An upcoming period of leadership transition is anticipated as substantial numbers of baby boomers, now at the peak of their careers, reach retirement age. With nonprofit organizations growing in both size and number, an impending leadership deficit is a concern. To help prepare for these important transition events, this study focuses on planning for executive succession. A survey exploring details of succession planning was undertaken of executive directors of 501(c)(3) charitable nonprofits and CEOs of 501(c)(4) cooperative organizations—the more business‐oriented user‐owned and controlled nonprofit organizations prominent in agricultural, utility, and finance sectors. We found that planning and preparation do not match the level of interest and concern for executive succession. Although the replacement of long‐serving leaders is acknowledged as difficult, few proactive steps are undertaken.

The tax benefit, bankruptcy value, and pecking‐order theories of corporate capital structure are discussed in context of nonprofit organizations. A bivariate probit model shows that coefficients differ between models meaning mortgages and tax‐exempt bonds are not equivalent forms of debt. Organizations with proportionally more program revenues, contributions, total assets, total revenues, and executive compensation are more likely to have a mortgage. Nonprofits that rely on special event fund‐raising or contributions have a lower probability of using bond financing. The use of debt is also influenced by the nature of the organization's mission as measured through the NTEE classification.

Nonprofit organizations today -- History and theories of nonprofit organizations -- Ethical issues in nonprofit organizations -- Creating effective nonprofit organizations -- Understanding nonprofit organizations -- Leading and managing nonprofit organizations -- Key issues in human resources -- Governing effectively -- Organizational growth and renewal -- Strategic planning -- Community relations -- Principles and practices of effective fund-raising -- Program evaluation -- Accountability -- Financial accountability -- Nonprofit organizations tomorrow