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Managing at the Leading Edge
New Challenges in Managing Nonprofit Organizations
"This book excellently captures the leading concepts and provides practices vital to high-performing nonprofit organizations." "Managing at the Leading Edge is a significant new guidebook for leaders engaged in capacity building, collaboration, and navigating in tenuous times." "Mike Hudson takes a fresh and innovative look at nonprofit management, and comes up with fascinating results that are well-grounded in theory and relevant to practitioners. Looking at management practices and developments in the United States through a United Kingdom lens, this book is a treasure trove of thought-provoking ideas and key insights." "Managing at the Leading Edge is a terrific resource for all those who care about the performance of nonprofit organizations, from current nonprofit staff and board members to students who will be tomorrow’s nonprofit leaders." "From building organizational capacity to creating strategic alliances, Hudson highlights numerous best practices among leading nonprofit organizations."
--Professor James E. Austin, chairman, The Initiative on Social Enterprise, Harvard Business School
--Frances Hesselbein, chairman and founding president, Leader to Leader Institute
--Helmut Anheier, professor, Public Policy School, University of California Los Angeles, and Centennial Professor, London School of Economics
--Alan Abramson, director, Nonprofit Sector and Philanthropy Program, The Aspen Institute
--John H. Graham IV, chief executive officer, American Diabetes Association
Mike Hudson (Author)
9780787978068, Wiley
Hardback, published 15 September 2005
336 pages
23.6 x 16.1 x 2.9 cm, 0.601 kg
In Managing at the Leading Edge, United Kingdom’s nonprofit expert Mike Hudson (a modern-day Alexis de Tocqueville) offers an outsider-looking-in guide to the management and governance of nonprofits in the United States. In this important book, he tackles three major questions: What are the leading-edge approaches to managing nonprofit organizations? What should managers and board members be doing differently to enhance the performance of their organizations? How can the impact of the nonprofit sector be significantly increased? Basing his interviews on face-to-face interviews with leading nonprofit CEOs, consultants, academics, and senior managers, Hudson shows what does and does not work in nonprofit organizations. He then distills the best practices from these organizations into practical advice and guidance. Managing at the Leading Edge presents Hudson’s thought-provoking, proven-in-practice agenda and shows nonprofit leaders how to: Read a Charity Channel review:
Tables, Figures, and Exhibits. Preface. Acknowledgments. The Author. 1. Building Organization Capacity. 2. Managing Performance. 3. Creating Strategic Alliances. 4. Exploiting Changing Patterns of Funding. 5. Leading with Integrity. 6. Strengthening Governance. 7. Reflections of an Outsider. Resource A: A Brief History of the Nonprofit Sector. Resource B: People Interviewed for This Book. Resource C: Some Comparisons with the U.K. Resource D: The Best Reading. Glossary. References. Index.
Subject Areas: Business & management [KJ]
