A Drucker management classic, first published in 1990, which breaks down any narrow definition of management and is aimed specifically at decision-makers and managers working in non-profit making and charitable organizations to help them apply the principles of good management to their sector.
Drawing from the American experience, Drucker poignantly illustrates his discussion of management by quoting his in-depth interviews with top executives from non-profit making organizations. The issues of mission, performance, people and relationships, leadership and developing managers are eloquently discussed and Drucker provides Action Implications throughout the book which are of practical importance to the reader.
Preface; The mission comes first: and your role as a leader - The commitment; Leadership is a foul-weather job; Setting new goals: interview with Frances Hesselbein; What the leader owes: interview with Max De Pree; Summary: the action implications; From mission to performance: effective strategies for marketing, innovation, and fund development - Converting good intentions into results; Winning strategies; Defining the market: interview with Philip Kotler; Building the donor constituency: interview with Dudley Hafner; Summary: the action implications; Managing for performance: how to define it/ how to measure it - What is the bottom line when there is no 'bottom line'?; Don't's and Do;s: the basic rules; The effective decision; How to make the schools accountable: interview with Albert Shanker; Summary: the action implications; People and relationships: your staff, your board, your volunteers, your community - People decisions; The key relationships; From volunteers to unpaid staff: interview with Father Leo Bartel; The effective board: interview with Doctor David Hubbard; Summary: the action implications; Developing yourself: as a person, as an executive, as a leader - You are responsible; What do you want to be remembered for?; Non-profits: the second career: interview with Robert Buford; The woman executive in the non-profit institution: interview with Roxanne Spitzer-Lehmann; Summary: the action implications; Index.