Managing the non-profit organization : practices and principles / [print]
Managing the nonprofit organization
Peter F. Drucker.
- First edition.
- New York, New York : HarperCollins, (c)1990.
- xix, 235 pages ; 22 cm
Includes Index.
PART ONE -- THE MISSION COMES FIRST - AN YOUR ROLE AS A LEADER. The commitment -- Leadership is a foul weather job -- Setting new goals -- What the leader owes -- The action implications -- PART TWO -- FROM MISSION TO PERFORMANCE - EFFECTIVE STRATEGIES FOR MARKETING INNOVATION, AND FUND DEVELOPMENT. Converting good intentions into results -- Winning strategies -- Defining the market -- Building a donor constituency -- PART THREE -- MANAGING FOR PERFORMANCE. 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 -- PART FOUR -- PEOPLE AND RELATIONSHIPS - YOUR STAFF, YOUR BOARD, YOUR VOLUNTEERS, YOUR COMMUNITY. People decisions -- The key relationships -- From volunteers to unpaid staff -- The effective board -- PART FIVE -- 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 -- The woman executive in the non-profit institution.
Presents the tasks, responsibilities, and practices that must be followed to manage non-profit organizations effectively.