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Other Titles in the Series  Strategic Management for Nonprofit Organizations A unique insight into the theory and practice of strategic management for voluntary nonprofit organizations for both practitioners and students of voluntary sector management. The voluntary nonprofit sector is now involved in all aspects of people's lives. The management of these organizations has never been of more interest, and has been changing rapidly with well meaning amateurs being replaced by highly committed and professional leaders. With one in every six employees in the service sector now working in the voluntary sector, Strategic Management for Nonprofit Organizations questions whether voluntary organizations should now be more business-like. An unrivalled collection of case studies provide important examples of how some voluntary organizations have developed, and the challenges they have faced, whilst other pedagogic features include review and discussion questions and an extensive bibliography. Contents: Part I. An Introduction to the Voluntary and Nonprofit Sector. Chapter 1 - An Introduction to Strategic Management in the Voluntary Nonprofit Sector, Chapter 2 - The Growth and Development of the Voluntary Nonprofit Sector, Chapter 3 - The Rise of Professional Management in the Voluntary Nonprofit Sector, Chapter 4 - What is the Voluntary Nonprofit Sector and How is it Different from other Sectors? Part II. The Development of Various Approaches to Strategic Management Chapter 5 - The Development of Strategic Management, Chapter 6 - What is an Excellent Organization? - The Attributes of Excellence School, Chapter 7 - Starting With the People - The Human Resource School, Chapter 8 - Other Postmodern Schools, Part III. Strategy and the Voluntary Nonprofit Sector. Chapter 9 - Strategic Management in the Voluntary Nonprofit Sector, Chapter 10 - How to Measure Success, Chapter 11 - Is Strategic Management Effective? Part IV. Strategic Analysis, Formulation, Choice and Implementation, Chapter 12 - Strategic Analysis - Internal, Chapter 13 - Strategic Analysis - External, Chapter 14 - Strategy Formulation - Creating the Plan, Chapter 15 - Strategic Formulation - Basic Choices, Chapter 16 - Strategy Implementation, Part V. Case Studies. Conclusions About the Author: Roger Courtney is a consultant with his own consultancy firm, Courtney Consulting, in Northern Ireland. He has a wealth of managerial experience within the nonprofit sector. December 2001: 246x174: 272pp:illus. 9 line drawings |
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