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Leading and Managing Nonprofit Organizations
Richard L. Edwards and Paul A. Kurzman, Editors
ISBN: 978-0-87101-568-6. 2021. Item #5686. 452 pages.
Can your device download this eBook? Click here before purchasing! eBooks are available in single quantities only.
ISBN: 978-0-87101-568-6. 2021. Item #5686. 452 pages.
Can your device download this eBook? Click here before purchasing! eBooks are available in single quantities only.
Book Type:
Leading and managing a nonprofit is a complex, demanding, and often overwhelming task. Identifying concise resources that will help you build your leadership and management skills can be equally challenging, whether you are already in the boardroom or are aspiring to be.
Richard Edwards and Paul Kurzman have assembled over a dozen university faculty and field experts, providing best practices and thought leadership for turbulent times. Core leadership skills are brought into focus through the lens of the competing values framework, a metatheoretical model of organizational and managerial effectiveness: boundary-spanning skills, such as promoting nonprofits to the media and public, managing public policy advocacy, and developing a successful fundraising program; human relations skills, including managing human resources, managing meetings, and cultivating a culture of diversity, equity, and inclusion; coordinating skills, such as managing finances, program evaluation, managing liability and risk, and information and communications technology; directing skills, including improving board performance, strategic planning, and social innovation; and leading during uncertain times, including both ethical challenges and financial uncertainty.
Taken in balance, developing these skills will help you develop the eight essential roles of the successful nonprofit leader: broker, innovator, mentor, facilitator, monitor, coordinator, producer, and director.
Richard Edwards and Paul Kurzman have assembled over a dozen university faculty and field experts, providing best practices and thought leadership for turbulent times. Core leadership skills are brought into focus through the lens of the competing values framework, a metatheoretical model of organizational and managerial effectiveness: boundary-spanning skills, such as promoting nonprofits to the media and public, managing public policy advocacy, and developing a successful fundraising program; human relations skills, including managing human resources, managing meetings, and cultivating a culture of diversity, equity, and inclusion; coordinating skills, such as managing finances, program evaluation, managing liability and risk, and information and communications technology; directing skills, including improving board performance, strategic planning, and social innovation; and leading during uncertain times, including both ethical challenges and financial uncertainty.
Taken in balance, developing these skills will help you develop the eight essential roles of the successful nonprofit leader: broker, innovator, mentor, facilitator, monitor, coordinator, producer, and director.
Acknowledgments
Introduction
Chapter 1: Leading and Managing Effectively in an Environment of Competing Values Richard L. Edwards
Chapter 2: Successfully Promoting Nonprofits to the Media and the Public: A Practical Guide
Gregory Trevor
Chapter 3: Bringing about Social Change by Managing Public Policy Advocacy and Government Relations
Peter J. McDonough
Chapter 4: Securing Resources for Nonprofits: Developing a Successful Fundraising Program
Richard L. Edwards
Chapter 5: Managing Human Resources and Personnel Practices in Nonprofit Organizations
Kimberly Strom
Chapter 6: Cultivating a Culture of Diversity, Equity, and Inclusion
Alena C. Hampton, Amy J. Armstrong, and Susan L. Parish
Chapter 7: Managing Meetings to Produce High-Quality Group Decisions
John E. Tropman
Chapter 8: Managing the Finances of Nonprofit Organizations
Marci S. Thomas
Chapter 9: Program Evaluation in Nonprofits: Necessary Evil or Tool for Organizational Learning?
Mathieu Despard
Chapter 10: Managing Liability, Exposure, and Risk in Nonprofit Settings
Paul A. Kurzman
Chapter 11: Information and Communications Technology in Nonprofit Management and Leadership
Frederic G. Reamer
Chapter 12: Achieving an Effective, High‑Performing Board
Thomas P. Holland and Myra Blackmon
Chapter 13: Managing and Planning Strategically
Allison Zippay
Chapter 14: Social Innovation: Entrepreneurship, Intrapreneurship, and Enterprise
Stephanie Cosner
Chapter 15: Ethical Issues in Nonprofit Leadership
Melinda Manning and Kimberly Strom
Chapter 16: Managing Financial Uncertainty
Daniel A. Lebold and Richard L. Edwards
Appendix
Renette Bayne Issaka
Index
About the Editors
About the Contributors
Introduction
Part 1: Organizing Framework
Chapter 1: Leading and Managing Effectively in an Environment of Competing Values Richard L. Edwards
Part 2: Boundary-Spanning Skills
Chapter 2: Successfully Promoting Nonprofits to the Media and the Public: A Practical Guide
Gregory Trevor
Chapter 3: Bringing about Social Change by Managing Public Policy Advocacy and Government Relations
Peter J. McDonough
Chapter 4: Securing Resources for Nonprofits: Developing a Successful Fundraising Program
Richard L. Edwards
Part 3: Human Relations Skills
Chapter 5: Managing Human Resources and Personnel Practices in Nonprofit Organizations
Kimberly Strom
Chapter 6: Cultivating a Culture of Diversity, Equity, and Inclusion
Alena C. Hampton, Amy J. Armstrong, and Susan L. Parish
Chapter 7: Managing Meetings to Produce High-Quality Group Decisions
John E. Tropman
Part 4: Coordinating Skills
Chapter 8: Managing the Finances of Nonprofit Organizations
Marci S. Thomas
Chapter 9: Program Evaluation in Nonprofits: Necessary Evil or Tool for Organizational Learning?
Mathieu Despard
Chapter 10: Managing Liability, Exposure, and Risk in Nonprofit Settings
Paul A. Kurzman
Chapter 11: Information and Communications Technology in Nonprofit Management and Leadership
Frederic G. Reamer
Part 5: Directing Skills
Chapter 12: Achieving an Effective, High‑Performing Board
Thomas P. Holland and Myra Blackmon
Chapter 13: Managing and Planning Strategically
Allison Zippay
Chapter 14: Social Innovation: Entrepreneurship, Intrapreneurship, and Enterprise
Stephanie Cosner
Part 6: Leading Nonprofits in Uncertain Times
Chapter 15: Ethical Issues in Nonprofit Leadership
Melinda Manning and Kimberly Strom
Chapter 16: Managing Financial Uncertainty
Daniel A. Lebold and Richard L. Edwards
Appendix
Renette Bayne Issaka
Index
About the Editors
About the Contributors
Richard L. Edwards, PhD, ACSW, is chancellor emeritus and distinguished university professor at Rutgers, the State University of New Jersey. At Rutgers, Edwards formerly served as executive vice president for academic affairs and as dean of the School of Social Work. Previously, he served as dean of the School of Social Work and as interim provost at the University of North Carolina at Chapel Hill, dean of the Mandel School of Applied Social Sciences at Case Western Reserve University, and acting dean and associate dean of the School of Social Welfare at the University at Albany, State University of New York. Over the course of his career, Edwards has worked in a variety of nonprofit and public organizations as a supervisor and manager and has served on the boards of several nonprofits. Edwards is a former treasurer and president of the National Association of Social Workers. A frequent contributor to the nonprofit management literature, he served as editor-in-chief of Human Services Organizations: Management, Leadership and Governance and is the author, coauthor, and editor of several nonprofit management books, the most recent of which is Building a Strong Foundation: Fundraising for Nonprofits (2nd ed.; NASW Press, 2020).
Paul A. Kurzman, PhD, ACSW, holds a dual appointment as professor of social work at Hunter College and as professor of social welfare at the Graduate Center of the City University of New York, where he teaches social policy and macro practice in the MSW and PhD programs. He has served as executive director of a nonprofit agency, senior administrator in New York City’s Human Resources Administration, program director of a workplace study center at Columbia University, and acting dean of the Silberman School of Social Work at Hunter College. Kurzman is editor-in-chief of the Journal of Teaching in Social Work and an author or editor of 12 books, the most recent of which is Online and Distance Social Work Education: Current Practice and Future Trends (Routledge, 2020). Kurzman served for 26 years as a member of the New York State Social Work Licensing Board and as president of the 10,000-member New York City chapter of the National Association of Social Workers, and he is currently vice president of the board of trustees of Hamilton Madison Settlement House in New York.
Amy J. Armstrong, PhD, CRC, is chair of the Department of Rehabilitation Counseling and associate dean of faculty in the College of Health Professions at Virginia Commonwealth University. Her interests include resilience, well-being, community integration of people with disabilities, and appreciative leadership. She also has experience working in community services and personnel development.
Myra Blackmon, ABJ, MEd, spent much of her career as an executive staff member of the Girl Scouts of the United States of America and the United Way. She has consulted internationally on nonprofit communications, fundraising, and management.
Stephanie Cosner, PhD, is dean of the College of Social Sciences, Policy, and Practice at Simmons University. Before her arrival at Simmons, she was a faculty member at the Boston College School of Social Work, where she served as assistant dean and director of the doctoral program, developed and led the Social Innovation and Leadership Program, and served as codirector of the Boston College Center for Social Innovation.
Mathieu Despard, PhD, is an associate professor in the Department of Social Work of the School of Health and Human Services at the University of North Carolina at Greensboro. He is an expert on public and nonprofit human service organizations and evidence-informed program evaluation.
Alena C. Hampton, PhD, is the associate dean of the College of Health Professions at Virginia Commonwealth University and an assistant professor in the Department of Rehabilitation Counseling. She is a licensed clinical psychologist. Her research interests include well-being, resilience, and leadership.
Thomas P. Holland, PhD, was professor emeritus in the School of Social Work at the University of Georgia, where he also served as director of the Institute for Nonprofit Organizations. He published and consulted extensively on nonprofit management and governance. In 2018, the University of Georgia created the Thomas P. Holland Distinguished Professorship in Nonprofit Leadership.
Renette Bayne Issaka, MBA, CPA, is controller, Greater New York Councils of the Boy Scouts of America, and a Toastmasters District 46 area director. She has extensive experience as a financial manager of a variety of nonprofit organizations.
Daniel A. Lebold, MSW, serves as director of development for the Office of the Vice Provost for Global Affairs at the University of North Carolina (UNC) at Chapel Hill. Previously, he spent five years as vice president of development for Triangle Family Services, Inc., in Raleigh, North Carolina, and 10 years at the UNC School of Social Work, where he served as assistant dean for administration and director and clinical instructor for the UNC Nonprofit Leadership Certificate Program.
Melinda Manning, JD, MSW, is the director of the University of North Carolina Health Beacon Program and president of the Board of the North Carolina Coalition Against Sexual Assault. An alumna of the Teach for America program, she has taught classes in education, public policy, and social work. She is a former college administrator and appeared in the campus sexual assault documentary “The Hunting Ground.”
Peter J. McDonough, BA, is a public policy and public affairs professional with more than 40 years of experience designing and executing successful public affairs and communications efforts to promote policy initiatives and the interests of public and private clients. He currently serves as the senior vice president for external affairs at Rutgers, the State University of New Jersey, where he also teaches at the Eagleton Institute of Politics. He is a consultant to the U.S. Department of State, providing media training to foreign government officials in emerging democracies. He was formerly the director of communications for New Jersey Governor Christine Todd Whitman, chief of staff for a member of the U.S. House of Representatives, and executive director of the New Jersey General Assembly.
Susan L. Parish, PhD, MSW, is dean of the College of Health Professions at Virginia Commonwealth University. Her research examines the impact of health and poverty policy and racism on the lives of people with disabilities and their families. In addition to her academic leadership roles, she administered residential and family support programs for people with developmental disabilities and their families.
Frederic G. Reamer, PhD, is a professor of social work at Rhode Island College and an internationally preeminent scholar and prolific author on ethics, record keeping, and information sharing in the age of technology and electronic communication.
Kimberly Strom, PhD, LISW, is Smith P. Theimann Jr. distinguished professor of ethics and professional practice and director of the Office of Ethics and Policy at the University of North Carolina at Chapel Hill, where she also served as associate dean in the School of Social Work. She is an internationally recognized scholar on academic leadership, moral courage, and ethics.
Marci S. Thomas, MHA, CPA, is clinical assistant professor in the Department of Health Policy and Administration at the University of North Carolina at Chapel Hill. Ms. Thomas writes and teaches continuing education for certified public accountants nationally on physician practice management, managed care, and various nonprofit topics. She also consults with nonprofits and health care organizations in the areas of financial management, process improvement, and governance, with an emphasis on the Sarbanes–Oxley Act of 2002.
Gregory Trevor, BA, has been an award-winning journalist and media relations professional for more than 30 years. He worked as a reporter for the Asbury Park Press in Trenton, New Jersey, and the Charlotte Observer in Raleigh, North Carolina. He has volunteered for, served on the board of, and worked for multiple nonprofits and public institutions, including the Port Authority of New York and New Jersey; Rutgers, the State University of New Jersey; and the University of Georgia. While working as a media relations professional for the Port Authority, Trevor survived the September 11, 2001, attacks on the World Trade Center in New York City.
John E. Tropman, PhD, is the Henry J. Meyer collegiate professor of social work at the University of Michigan, where he also teaches in the Executive Education Program of the Ross School of Business. He currently serves on the boards of the Network for Social Work Management and the Academy of Social Work and Social Welfare. He has published extensively on a wide range of nonprofit leadership and management issues.
Allison Zippay, PhD, is a professor in the School of Social Work at Rutgers, the State University of New Jersey, where she is also the director of the Center for Leadership and Management and the PhD in Social Work program. She teaches in the management and policy concentration in the School of Social Work and chairs the Doctoral Scholars Institute at the Network for Social Work Management. Her research focuses on community planning, supportive housing, and employment and income supports for low-income groups.
Myra Blackmon, ABJ, MEd, spent much of her career as an executive staff member of the Girl Scouts of the United States of America and the United Way. She has consulted internationally on nonprofit communications, fundraising, and management.
Stephanie Cosner, PhD, is dean of the College of Social Sciences, Policy, and Practice at Simmons University. Before her arrival at Simmons, she was a faculty member at the Boston College School of Social Work, where she served as assistant dean and director of the doctoral program, developed and led the Social Innovation and Leadership Program, and served as codirector of the Boston College Center for Social Innovation.
Mathieu Despard, PhD, is an associate professor in the Department of Social Work of the School of Health and Human Services at the University of North Carolina at Greensboro. He is an expert on public and nonprofit human service organizations and evidence-informed program evaluation.
Alena C. Hampton, PhD, is the associate dean of the College of Health Professions at Virginia Commonwealth University and an assistant professor in the Department of Rehabilitation Counseling. She is a licensed clinical psychologist. Her research interests include well-being, resilience, and leadership.
Thomas P. Holland, PhD, was professor emeritus in the School of Social Work at the University of Georgia, where he also served as director of the Institute for Nonprofit Organizations. He published and consulted extensively on nonprofit management and governance. In 2018, the University of Georgia created the Thomas P. Holland Distinguished Professorship in Nonprofit Leadership.
Renette Bayne Issaka, MBA, CPA, is controller, Greater New York Councils of the Boy Scouts of America, and a Toastmasters District 46 area director. She has extensive experience as a financial manager of a variety of nonprofit organizations.
Daniel A. Lebold, MSW, serves as director of development for the Office of the Vice Provost for Global Affairs at the University of North Carolina (UNC) at Chapel Hill. Previously, he spent five years as vice president of development for Triangle Family Services, Inc., in Raleigh, North Carolina, and 10 years at the UNC School of Social Work, where he served as assistant dean for administration and director and clinical instructor for the UNC Nonprofit Leadership Certificate Program.
Melinda Manning, JD, MSW, is the director of the University of North Carolina Health Beacon Program and president of the Board of the North Carolina Coalition Against Sexual Assault. An alumna of the Teach for America program, she has taught classes in education, public policy, and social work. She is a former college administrator and appeared in the campus sexual assault documentary “The Hunting Ground.”
Peter J. McDonough, BA, is a public policy and public affairs professional with more than 40 years of experience designing and executing successful public affairs and communications efforts to promote policy initiatives and the interests of public and private clients. He currently serves as the senior vice president for external affairs at Rutgers, the State University of New Jersey, where he also teaches at the Eagleton Institute of Politics. He is a consultant to the U.S. Department of State, providing media training to foreign government officials in emerging democracies. He was formerly the director of communications for New Jersey Governor Christine Todd Whitman, chief of staff for a member of the U.S. House of Representatives, and executive director of the New Jersey General Assembly.
Susan L. Parish, PhD, MSW, is dean of the College of Health Professions at Virginia Commonwealth University. Her research examines the impact of health and poverty policy and racism on the lives of people with disabilities and their families. In addition to her academic leadership roles, she administered residential and family support programs for people with developmental disabilities and their families.
Frederic G. Reamer, PhD, is a professor of social work at Rhode Island College and an internationally preeminent scholar and prolific author on ethics, record keeping, and information sharing in the age of technology and electronic communication.
Kimberly Strom, PhD, LISW, is Smith P. Theimann Jr. distinguished professor of ethics and professional practice and director of the Office of Ethics and Policy at the University of North Carolina at Chapel Hill, where she also served as associate dean in the School of Social Work. She is an internationally recognized scholar on academic leadership, moral courage, and ethics.
Marci S. Thomas, MHA, CPA, is clinical assistant professor in the Department of Health Policy and Administration at the University of North Carolina at Chapel Hill. Ms. Thomas writes and teaches continuing education for certified public accountants nationally on physician practice management, managed care, and various nonprofit topics. She also consults with nonprofits and health care organizations in the areas of financial management, process improvement, and governance, with an emphasis on the Sarbanes–Oxley Act of 2002.
Gregory Trevor, BA, has been an award-winning journalist and media relations professional for more than 30 years. He worked as a reporter for the Asbury Park Press in Trenton, New Jersey, and the Charlotte Observer in Raleigh, North Carolina. He has volunteered for, served on the board of, and worked for multiple nonprofits and public institutions, including the Port Authority of New York and New Jersey; Rutgers, the State University of New Jersey; and the University of Georgia. While working as a media relations professional for the Port Authority, Trevor survived the September 11, 2001, attacks on the World Trade Center in New York City.
John E. Tropman, PhD, is the Henry J. Meyer collegiate professor of social work at the University of Michigan, where he also teaches in the Executive Education Program of the Ross School of Business. He currently serves on the boards of the Network for Social Work Management and the Academy of Social Work and Social Welfare. He has published extensively on a wide range of nonprofit leadership and management issues.
Allison Zippay, PhD, is a professor in the School of Social Work at Rutgers, the State University of New Jersey, where she is also the director of the Center for Leadership and Management and the PhD in Social Work program. She teaches in the management and policy concentration in the School of Social Work and chairs the Doctoral Scholars Institute at the Network for Social Work Management. Her research focuses on community planning, supportive housing, and employment and income supports for low-income groups.
Edwards reminds us of the importance of an organization’s mission, and suggests those of us striving to lead in complex environments, facing challenging decision about competing priorities use the agency’s mission as a North Star to help guide us through the wilderness of competing values. Sound advice from a nationally recognized leader.
Allison Blake, PhD, MSW
Chief Executive Officer
Child and Family Agency of Southeastern Connecticut
Leading and Managing Nonprofit Organizations covers essential ground for courses in nonprofit organization management and leadership, and will be as welcome in public administration, business, and other disciplines as it is in social work. The chapter topics are wide-ranging and practical, illustrated with real-world examples from the various authors’ practice experience. Geared toward introducing students to nonprofit organizations, the book also serves as an effective primer for practicing administrators and board members who can benefit from the breadth and depth of this text.
Mark A. Hager, PhD
Associate Professor, Arizona State University
ASU Graduate Program in Nonprofit Leadership and Management
Allison Blake, PhD, MSW
Chief Executive Officer
Child and Family Agency of Southeastern Connecticut
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Leading and Managing Nonprofit Organizations covers essential ground for courses in nonprofit organization management and leadership, and will be as welcome in public administration, business, and other disciplines as it is in social work. The chapter topics are wide-ranging and practical, illustrated with real-world examples from the various authors’ practice experience. Geared toward introducing students to nonprofit organizations, the book also serves as an effective primer for practicing administrators and board members who can benefit from the breadth and depth of this text.
Mark A. Hager, PhD
Associate Professor, Arizona State University
ASU Graduate Program in Nonprofit Leadership and Management
