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Nonprofit Management & Leadership, No. 4, Summer 2006 by NML (Nonprofit Management & Leadership)

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  • 7 Currently reading

Published by Jossey-Bass .
Written in English


  • Management & management techniques,
  • Non-profitmaking organizations,
  • Nonprofit Organizations & Charities,
  • Business/Economics,
  • Business & Economics,
  • Business / Economics / Finance,
  • Leadership,
  • Management - General,
  • Business & Economics / Nonprofit Organizations & Charities

Book details:

Edition Notes

J-B NML Single Issue Nonprofit Management & Leadership

ContributionsRoger A. Lohmann (Editor)
The Physical Object
Number of Pages144
ID Numbers
Open LibraryOL8149721M
ISBN 100787987484
ISBN 109780787987480

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Thomas H. Jeavons, “When the Management Is the Message: Relating Values to Management Practice in Nonprofit Organizations,” Nonprofit Management and Leadership 2, no. 4 (Summer ): – Mark A. Hager, Volunteer Management Capacity in America’s Charities and Congregations: A Briefing Report (Washington, DC: The Urban Institute, ). The course is designed to help students understand how nonprofits excercise leadership in society and how to exercise leadership in nonprofits. Leadership will be the lens through which the class will explore theory, policy, and management of nonprofit org anizations. The main focus will be on Los Size: KB. Nonprofit Management and Leadership, Vol. 16, No. 1 (Fall ), Review of Nonprofit Organizations: Theory, Management, Policy by Helmut K. Anheier. Nonprofit and Voluntary Sector Quarterly, Vol. 35, No. 3 (September ), Review of On Being Nonprofit: A Conceptual and Policy Primer by Peter Frumkin. Nonprofit Management and Authority control: BNF: cbv (data), . The set of journals have been ranked according to their SJR and divided into four equal groups, four quartiles. Q1 (green) comprises the quarter of the journals with the highest values, Q2 (yellow) the second highest values, Q3 (orange) the third highest values and Q4 .

  Beth Kanter and Allison Fine, in their new book The Networked Nonprofit, describe the normative state of many nonprofits as “fortressed organizations” that “sit behind high walls and drawn shades, holding the outside world at bay to keep secrets in and invaders out.”3 Unfortunately, this description applies to many nonprofit boards that follow traditional, insular . Aaron Hurst, CEO, Taproot Foundation. Moneyball By Michael Lewis Moneyball came immediately to mind when Hurst was asked about what he’d recommend. “It’s about an industry led by practitioners who had become very dogmatic and set in their ways; this was much like the state of service and capacity building ten years ago,” he said. Strategy, local sociology, political philosophy: Analysis of strategy of Non‐Governmental Organizations under radical intellectual leadership Yitzhak Dahan Version of . The Executive Certificate in Nonprofit Leadership is designed to deliver high impact training for seasoned nonprofit professionals whose leadership transforms organizations, communities and lives. Eligibility. The Executive Certificate is open to those who hold the Certificate in Nonprofit Management and have 3 years of management experience.