Drawing on detailed empirical data and a range of case studies, Managing Voluntary and Non-Profit Organizations, first published in 1990, demonstrates how voluntary organizations formulate strategies for securing funds, providing services, and dealing with other non-profit bodies, public agencies, and the private sector. The central theme is organizational change and how managers have responded, strategically and structurally, to changes to their environment.
Using original data, and writing from the broad perspectives of current organization theory, the authors increase our understanding of strategies, structures and designs currently in use in the voluntary sector. Their authoritative text will make essential reading for practising managers in non-profit organizations and for an international audience of academics and students of management, organization theory, and strategy.
Table of Contents
List of figures; List of tables; Preface; 1. An introduction to charities: what are they and how do they operate? 2. The domain of British charities 3. Strategy 4. Context, strategy, and structure 5. Strategy cluster cases 6. The descriptive cases 7. Analysis of the case studies 8. Strategy and structure: conclusions; Appendix for chapter three: a selection of some questions covered in the interview schedule; References; Author index; Subject index