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Managing the Nonprofit Organization Paperback – May 9 2006

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Product Details

  • Paperback: 256 pages
  • Publisher: HarperBusiness; 1 edition (May 9 2006)
  • Language: English
  • ISBN-10: 0060851147
  • ISBN-13: 978-0060851149
  • Product Dimensions: 13.5 x 1.5 x 20.3 cm
  • Shipping Weight: 200 g
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (10 customer reviews)
  • Amazon Bestsellers Rank: #79,242 in Books (See Top 100 in Books)
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Product Description

From Library Journal

Drawing from his 25 one-hour audio cassette series, The Non-Profit Drucker ( LJ 9/1/89, p. 232) , Drucker has put together his ideas on the tasks, responsibilities, and practices necessary to manage nonprofit organizations. Included are interviews with prominent leaders and experts in nonprofit organizations, including Philip Kotler of Northwestern University, Max DePree of Herman Miller, Albert Shanker of the AFL-CIO, and Frances Hesselbein of the Girl Scouts. Drucker looks at the mission statement, strategies, marketing, performance, and personnel as they apply to nonprofit organizations. Using many examples, he identifies the characteristics necessary for nonprofit organizations to survive and meet the needs of today's society. Sure to be popular; recommended for most libraries.
- Michael D. Kathman, St. John's Univ., Collegeville, Minn.
Copyright 1990 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

About the Author

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

Inside This Book

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The non-profit organization exists to bring about a change in individuals and in society. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

4.7 out of 5 stars
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2 of 2 people found the following review helpful By Robert Wynkoop on Sept. 9 2003
Format: Paperback
This delightful book is a collection of essays and interviews by Peter Drucker concerning the management, mission, performance strategies, people development and leadership development of the non-profit organization. The format of essay and interview gives the reader not only the wisdom of Druckers insights, but also the wisdom and practical applications of those who manage non-profits organizations. I am especially appreciative that Drucker did not ignore the church in this book; his insights to church management are worth the price of this book.
I have heard of this sage of business and economics for years, but have never had the privilege of reading one of his books. His advice is born out of years of experience in the business community. He has a knack to communicate complex ideas with simple words. The fact that his book was not especially written for churches (although it does not ignore them) is one of its greatest strengths for the pastor. It demonstrates that service is service; mission is mission; and leadership is leadership, no matter what the nature of the non-profit is. As I looked at the examples given in the text I can see the strength and weaknesses of the church.
It is a book full of helpful advice. Some of Druckers insights are: the importance of mission over natural charisma; one does not have to be a dynamic leader to do great things. It is important to set high standards for your people to aim at. Good intentions are not enough; one needs a plan, marketing, people and money to get good results. Leadership takes courage. Good ideas are a dime a dozen; we need people with ability and willingness to get results. It is important that we see the community and not church members as our consumer base. Change takes time, so be patient.
It's a great book for any leader of any non-profit.
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2 of 2 people found the following review helpful By Bradley A. Swope on Jan. 24 2003
Format: Paperback
REVIEW: It has been said that the non-profit sector has been slow to accept the value of management education and practices basically because of the assumption that "management" means "business management". This book clearly bridges that gap and explains lucidly what makes for achieving non-profit leaders and effective non-profit institutions. The book is not a theoretical work or an academic one. It is rather an extremely practical show-and-tell about being a great manager in a non-profit organization. It is almost a "how-to" but doesn't stoop to the level of the ubiquitus but never effective "10 step program". You will be more effective by absorbing this material.
Drucker has done an excellent job at extracting material from three of his management books: The Effective Executive, Managing for Results, and a little bit of Innovation and Entrepreneurship [Note, these three are available as a collection called The Executive in Action]. The material is presented simply, concisely and is completely targetted to the non-profit sector with many examples including interviews with about 6-7 non-profit leaders. Highly recommended.
STRENGTHS: The book is fairly short, consise, easy to read yet full of great content. Each section includes a brief summary at the end and has at least one interview with a non-profit manager that makes the ideas even more practical.
WEAKNESSES: The book could use some select references to his other works and some graphics. But this is not Drucker's style.
WHO SHOULD READ THIS BOOK: Managers/leaders in the non-profit sector should consider this a must read. Other fans of Drucker that would like a refresher on some of his concepts.
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1 of 1 people found the following review helpful By DAVID-LEONARD WILLIS on Oct. 17 2003
Format: Paperback
Non-profit institutions, the agents of human change, have moved from the margins to the center of American society because government has limited ability to perform social tasks. As non-profits are the nation's biggest "employer" when considering the numbers of hours contributed by volunteers they need good management. There is not much material available to help non-profit leaders and management with such areas as mission, strategy, organization, marketing, raising money, innovation, use of volunteers and human resources, the role of the board, and relationships with a diversity of constituencies. This lack of material combined with high levels of commitment may contribute to the high rate of burnout. Although non-profit institutions have been America's resounding success and growth industry over the last fifty years they still receive only 2-3% of GNP while the share for medicine and education has increased several times. Drucker considers the first task ahead for non-profits to be the conversion of "donors" into "contributors." Contributing time to a non-profit gives people a sense of community, purpose, direction and the ability to perform and achieve. But most non-profits still have to learn this. This book therefore sets out to do two things: provide advice from the business world appropriate to the non-profit and, through interviews with distinguished non-profit performers, show what can and should be done.
The book has five sections, the first being "The Mission Comes First: and your role as a leader." I provide a few snippets that were particularly meaningful to me. Some mission statements work while others don't work, the ultimate test being right action.
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