Understanding Nonprofit Organizations : Governance, Leadership, and Management book cover
3rd Edition

Understanding Nonprofit Organizations
Governance, Leadership, and Management

ISBN 9780813349619
Published July 28, 2015 by Routledge
392 Pages

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Book Description

Understanding Nonprofit Organizations examines the most important issues that face today’s leaders and managers of nonprofit organizations through the writing of scholars, consultants, and practicing executives. It focuses on governing, leading, and managing nonprofit organizations and how such organizations differ from both the public and private sectors. Each part opens with a framing essay that identifies the central themes and issues and summarizes the significance of the contribution that each piece makes to the development of knowledge in the field.

Completely revised and updated, the third edition includes new articles on legal frameworks, philanthropy, managing volunteers and accountability, as well as an original essay on capacity building. In addition, the third edition features new, thought-provoking case studies by C. Kenneth Meyer—making it an even more student-friendly text for graduate and upper-division undergraduate nonprofit organizations and management survey courses.

Table of Contents

Foreword David O. Renz


Part I. Governance of Nonprofit Organizations

1. Board of Directors Stephen R. Block (1998)

2. Guide to Nonprofit Corporate Governance in the Wake of Sarbanes-Oxley American Bar Association, Coordinating Committee on Nonprofit Governance (2005)

Meyer: Case 1: Welcome to the Board of Directors

Meyer: Case 2: Unwelcome News

Part II. The Legal Framework Jared Bennett

3. Organizational, Operational, and Related Tests and Doctrines Bruce R. Hopkins (2011)

4. Evaluating the Charitable Deduction and Proposed Reforms Roger Colinvaux, Brian Galle, Eugene Steuerle (Urban Institute, June 2012)

5. Punctilios and Nonprofit Corporate Governance--A Comprehensive Look at Nonprofit Directors’ Fiduciary Duties Thomas Lee Hazen & Lisa Love Hazen (2012)

Meyer: Case 3: Daughter Dearest

Meyer: Case 4: Conflicting Values

Part III. Strategic Leadership

6. Executive Director Stephen R. Block (1990)

7. When No One Is in Charge: The Meaning of Shared Power Barbara C. Crosby and John M. Bryson (2005)

Meyer: Case 5: The Downward Spiral of Founder’s Hospital

Meyer: Case 6: Between a Rock and Boulder

Part IV. Innovation and Capacity

8. Taking Social Entrepreneurship Seriously J. Gregory Dees (2007)

9. Measuring the Networked Nonprofit: Using Data to Change the World Beth Kanter and Katie Delahaye Paine (2012)

Meyer: Case 7: Creative Curmudgeonry

Meyer: Case 8: Introspection, Creativity and Cloud Computing

Part V. Fund Development: Generating Revenues

10. Capacity Building: Strategies for Successful Fundraising Michele Cole (2014)

11. Analyzing the Dynamics of Funding: Reliability and Autonomy Jon Pratt (2004)

12. Foundations Elizabeth T. Boris (1998)

Meyer: Case 9: Ethical Considerations in Fundraising

Meyer: Case 10: The Selling of America

Part VI. Philanthropy in Action

13. Philanthropic Social Ventures: A Framework and Profile of the Emerging Field Holona LeAnne Ochs (2012).

14. Leaving Microsoft to Change the World: An Entrepreneur’s Odyssey to Educate the World’s Children John Wood (2006)

Meyer: Case 11: Growing Support Online One Meal at a Time

Meyer: Case 12: Volunteer and Donor Recruitment on Social Media

Part VII. Contracts, Partners and Collaborations

15. A Manager’s Guide to Choosing and Using Collaborative Networks H. Brinton Milward and Keith G. Provan (2006)

16. Paradoxes in the Management of Networks Sonia M. Ospina and Angel Saz-Carranza (2010)

Meyer: Case 13: Printing, Politics and Personal Preferences

Meyer: Case 14: Show Me the Money

Part VIII. Budgets, Financial Reports, and Management Control

17. The Underpinnings of Financial and Fiscal Operations Dale Swoboda and Georgalu Swoboda (2009)

18. Types of Nonprofit Income: Financial and Cash Management Considerations Murray Dropkin and Allyson Hayden (2001)

Meyer: Case 15: Throwing the First E-Stone

Meyer: Case 16: When the Funding Stops

Part IX. Managing Volunteers

19. What is Volunteering? Marc A. Musick and John Wilson (2008)

20. It Ain’t Natural: Toward a New (Natural) Resource Conceptualization for Volunteer Management Jeffrey L. Brudney and Lucas C.P.M. Meijs (2009)

Meyer: Case 17: Now You See ‘Em, Now You Don’t: Volunteers and Nonprofits

Meyer: Case 18: Turning the Tide: Transitioning From Volunteers to Paid Staff

Part X. Accountability and Evaluation

21. Balancing Competing Accountability Requirements: Challenges in Performance Improvement of the Nonprofit Human Services Agency Seok-Eun Kim (2005)

22. Accountability Online: Understanding the Web-Based Accountability Practices of Nonprofit Organizations Accountability Gregory D. Saxton and Chao Guo (2011)

Meyer: Case 19: An Awareness Campaign

Meyer: Case 20: Technology and Transparency at the Museum

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J. Steven Ott is Director of the Institute of Public and International Affairs and Professor of political science and public administration at the University of Utah, USA.

Lisa A. Dicke is Professor of public administration at the University of North Texas, USA.


Praise for previous editions:

"Ott and Dicke should be applauded for their outstanding efforts, which bridge the macro and micro levels of the nonprofit sector for the first time and consequentially enrich the intellectual understanding of the field." – Public Administration Review, Vol. 73, Issue 1, January/February, 2013

"In my view, nothing competes with this book. It differs from all others in the foundational nature of its readings, the scope of coverage, and the introductory essays of the co-editors that synthesize concepts and knit together the ideas of others." – Kathleen Hale, Auburn University

"This is an excellent resource to give students a taste for research in the field. It covers a variety of topics across the gamut of nonprofit management, and the introductions to the topics are clear and make the issue interesting for my students. Without this book, the course would be shallow." – Russell A. Cargo, Carroll College