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Strategic Management in Nonprofit Organizations

Nonprofit organizations are complex and distinctive organizational entities. The literature of strategic management poses some interesting challenges and is only partially developed to inform decision making for nonprofit managers. Strategic Management in Nonprofit Organizations uses a strategic management framework to consider key decisions that nonprofit managers and volunteer leaders confront as they plan and work to position their organizations for optimal success. Key Features - Fills a gap in the current literature by providing a thorough examination of management and planning issues experienced by nonprofit managers, including challenges such as muted markets and specific performance expectations. - Blends together theoretical, empirical, and normative literature with descriptive stories of managing in the sector. - Suggests some optimal practices for managers who want to strengthen their organizations. - Perfect for graduate students in nonprofit management programs. - Supported by a complete package of instructor ancillary materials including an Instructor's Manual, PowerPoints, and Test Bank Contents: Chapter 1 Nature of Nonprofit Organizations Chapter 2 Framing Strategic Choices Chapter 3 External Environment Chapter 4 Internal Capabilities Chapter 5 Public Benefit Strategies Chapter 6 Analysis of the Task Environment Chapter 7 Corporate Strategy, Structures, and Planning Chapter 8 Service Strategies Chapter 9 Social and Political Strategies Chapter 10 Financial Resource Strategies Chapter 11 Inter-Organizational Relationships Chapter 12 Strategic Leadership

An often quoted management refrain is, “If you can't measure it, you can't manage
it.” So what is a nonprofit manager to do? There is no doubt that “not everything
that counts can be counted and not everything that can be counted counts” (
Cameron, 1963, p. 13). Nonprofits and managers worldwide who work in public
service struggle to define how they create social value and often feel dissatisfied
with outcome measures that obscure the spirit of their good work (Benjamin,
2012).