Strategic Management for Nonprofit Organizations

Theory and Cases

Nonprofit organizations in the U.S. earn more than $100 billion annually, and number over a million different organizations. They face increasing competition for donor's dollars and many of the issues they confront are similar to those confronted by for-profit organizations. Strategic Management for Nonprofit Organizations applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available; it analyzes the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive. The book draws clear distinctions between the different challenges encountered by nonprofits operating in different industries.

last several decades, the management of nonprofit organizations has become an
increasingly rich terrain for academic work in the social sciences. As our
knowledge of these organizations has deepened, so has our sense of both the
applicability of management principles developed in the forprofit sector and the
limitations of those principles for nonprofit management. At the same time, we
have seen managers in the nonprofit sector reaching out for new ideas to
improve their ...