{"product_id":"nonprofit-mergers-and-alliances-hardback-9780470601631","title":"Nonprofit Mergers and Alliances (Hardback) 9780470601631","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eNonprofit Mergers and Alliances\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003eThomas A. McLaughlin (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470601631, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 25 June 2010\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e288 pages\u003cbr\u003e23.1 x 15.8 x 2.8 cm, 0.476 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eClear, practical, step-by-step guidance through the nonprofit merger process\u003c\/b\u003e  \u003cp\u003eUsing real-world examples, case studies, and enduring frameworks, \u003ci\u003eNonprofit Mergers and Alliances, Second Edition\u003c\/i\u003e offers clear, practical, step-by-step guidance through the merger and alliance development process.\u003c\/p\u003e \u003cp\u003eFrom assessing feasibility and planning for implementation to post-merger integration, this ground-breaking work points out pitfalls and offers insightful commentary in every chapter.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eProvides a comprehensive framework for designing and implementing effective collaborations of all kinds\u003c\/li\u003e \u003cli\u003eOffers the tools needed to effectively collaborate with potential partners\u003c\/li\u003e \u003cli\u003eShows how nonprofit mergers are fundamentally different from for-profit mergers-and why board members need to know this\u003c\/li\u003e \u003cli\u003eFocuses on the needs of the nonprofit sector, including cultural compatibility and compassionate management practices\u003c\/li\u003e \u003cli\u003eShows nonprofit managers and board members how to make their way through the merger process without repeating Wall Street's mistakes\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eInsightful and realistic, \u003ci\u003eNonprofit Mergers and Alliances, Second Edition\u003c\/i\u003e equips you with the tools and knowledge you need to create effective collaborations.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 A Valid Strategic Option for the Future 1\u003cbr\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGovernment’s Retreat\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 The Freestanding Nonprofit and Other Rugged Individualists 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Nonprofi t Services Are Fragmented: A Story\u003c\/p\u003e \u003cp\u003eA Nonprofi t’s Economics Are Part of Its Strategy\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Logic of Integrated Service Delivery 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eApplications of Integrated Service Delivery\u003c\/p\u003e \u003cp\u003eElements of Integration\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Deciding to Collaborate 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRescue Mergers\u003c\/p\u003e \u003cp\u003eMerger from Strength\u003c\/p\u003e \u003cp\u003eDeciding to Collaborate as a Function of Larger Forces\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Preserving Identity 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNonphysical Components of Organizational Identity\u003c\/p\u003e \u003cp\u003eWhat Is Not Part of “Identity”—and What Is\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 The Role of Funders 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Funders Can Do\u003c\/p\u003e \u003cp\u003eFunding Collaborations\u003c\/p\u003e \u003cp\u003eModels for Funding Collaborations\u003c\/p\u003e \u003cp\u003eQuality Assurance through Foundations\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 C.O.R.E. Continuum of Collaboration 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOur Model\u003c\/p\u003e \u003cp\u003eApplying the C.O.R.E\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Economic-Level Collaboration 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSharing Information\u003c\/p\u003e \u003cp\u003eBidding Jointly\u003c\/p\u003e \u003cp\u003eJoint Purchasing\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Responsibility-Level Collaboration 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“Circuit Riders”\u003c\/p\u003e \u003cp\u003eHigh-Integration Collaboration Models\u003c\/p\u003e \u003cp\u003eA Cautionary Note\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Operations-Level Collaboration 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eShared Training\u003c\/p\u003e \u003cp\u003eJoint Programming\u003c\/p\u003e \u003cp\u003eJoint Quality Standards\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Corporate-Level Collaboration: Merger 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAuthority Is Concentrated\u003c\/p\u003e \u003cp\u003eOffi cial Start Dates May Be Anticlimactic\u003c\/p\u003e \u003cp\u003eWhat It Means to Merge\u003c\/p\u003e \u003cp\u003eThe Essence of a Nonprofi t Merger\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of a Merger\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Models of Collaboration: Merger by Management Company 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003eControl and Governance\u003c\/p\u003e \u003cp\u003eAdvantages of a Management Company\u003c\/p\u003e \u003cp\u003eDisadvantages of a Management Company\u003c\/p\u003e \u003cp\u003eFaulty Integration in a Management Company Model\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Models of Collaboration: Alliances 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Models of Collaboration: Partnerships with and between Nonprofits 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003eControl and Governance\u003c\/p\u003e \u003cp\u003eSpecial Considerations\u003c\/p\u003e \u003cp\u003ePartnerships with For-Profi t Companies\u003c\/p\u003e \u003cp\u003eLimited Liability Companies\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Merger Myths 107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWe Will Save Administrative Costs\u003c\/p\u003e \u003cp\u003eThere Will Be Massive Job Cuts\u003c\/p\u003e \u003cp\u003eWe Will Lose Our Identity\u003c\/p\u003e \u003cp\u003eLet Us Figure Out the Structure First\u003c\/p\u003e \u003cp\u003eShhh\u003c\/p\u003e \u003cp\u003eOnly Failing Organizations Merge\u003c\/p\u003e \u003cp\u003eIncrease in Mergers Is a Product of an Economic Downturn\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 First Steps 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeographic Proximity\u003c\/p\u003e \u003cp\u003eAbsence of a Permanent CEO\u003c\/p\u003e \u003cp\u003eNonoverlapping Markets\u003c\/p\u003e \u003cp\u003eIndustrializers and Prototypers\u003c\/p\u003e \u003cp\u003eCompatibility of Services\u003c\/p\u003e \u003cp\u003eSpecial Assets\u003c\/p\u003e \u003cp\u003eRole of Culture\u003c\/p\u003e \u003cp\u003eRole of Class\u003c\/p\u003e \u003cp\u003eQuick Culture Check\u003c\/p\u003e \u003cp\u003eBuilding Trust\u003c\/p\u003e \u003cp\u003eSeeds of Trust: Disclosure, Consultation, and Collaboration\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 Merger or Alliance? How to Decide 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCorporate Control\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 First Phase of a Merger: Feasibility Assessment 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInformal Phase of a Collaboration\u003c\/p\u003e \u003cp\u003eRole of Consultants\u003c\/p\u003e \u003cp\u003eForm a Collaboration Committee\u003c\/p\u003e \u003cp\u003eWhy Due Diligence?\u003c\/p\u003e \u003cp\u003eWhat Is a Due Diligence Investigation?\u003c\/p\u003e \u003cp\u003eGovernance\u003c\/p\u003e \u003cp\u003eFinances\u003c\/p\u003e \u003cp\u003eAssets\u003c\/p\u003e \u003cp\u003eLiabilities and Obligations\u003c\/p\u003e \u003cp\u003eSome Financial Red Flags\u003c\/p\u003e \u003cp\u003eValuations\u003c\/p\u003e \u003cp\u003eCarrying Out the Valuation\u003c\/p\u003e \u003cp\u003ePro Forma Financials, Including Cash Flows\u003c\/p\u003e \u003cp\u003eRegulatory Filings\u003c\/p\u003e \u003cp\u003eHuman Resources Information\u003c\/p\u003e \u003cp\u003eAssess the Feasibility\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 Second Phase of a Merger: Implementation Planning 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eForm Subcommittees of the Collaboration Committee\u003c\/p\u003e \u003cp\u003eInternal Communication\u003c\/p\u003e \u003cp\u003eExternal Communication\u003c\/p\u003e \u003cp\u003eSome Sample Collaboration Committee Structures\u003c\/p\u003e \u003cp\u003eWho Will Be the Boss?\u003c\/p\u003e \u003cp\u003eSome Tools to Accomplish a Leadership Transition\u003c\/p\u003e \u003cp\u003eOnce the Selection Is Made . . .\u003c\/p\u003e \u003cp\u003eCreating the Formal Agreement\u003c\/p\u003e \u003cp\u003eMerger Announcement (Create a Splash)\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20 Third Phase of a Merger: Integration 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTime Required for Integration\u003c\/p\u003e \u003cp\u003eCommon Sources of Resistance\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21 The Seven Stages of Alliance Development 219\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCategories of Alliances\u003c\/p\u003e \u003cp\u003eSeven Tasks of Alliance Development\u003c\/p\u003e \u003cp\u003eTask One: Initiate, Explore, and Analyze\u003c\/p\u003e \u003cp\u003eTask Two: Synthesize and Plan\u003c\/p\u003e \u003cp\u003eTask Three: Establish Shared Objectives\u003c\/p\u003e \u003cp\u003eTask Four: Develop Working Committee Structure\u003c\/p\u003e \u003cp\u003eTask Five: Gain Quick Victories\u003c\/p\u003e \u003cp\u003eTask Six: Secure Institutionalize Buy-in\u003c\/p\u003e \u003cp\u003eTask Seven: Implement and Evaluate\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22 Postscript and Conclusion 251\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout the Author 253\u003c\/p\u003e \u003cp\u003eIndex 255\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52501152661784,"sku":"9780470601631","price":34.86,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780470601631.jpg?v=1786213027","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/nonprofit-mergers-and-alliances-hardback-9780470601631","provider":"Freshly Printed Books","version":"1.0","type":"link"}