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Managing the Non-Profit Organization: Principles and Practices
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Product Description
The service, or non-profit, sector of our society is growing rapidly (with more than 8 million employees and more than 80 million volunteers), creating a major need for guidelines and expert advice on how to manage these organizations effectively. Drucker gives examples and explanations of mission, leadership, resources, marketing, goals, people development, decision making, and much more. Included are interviews with nine experts that address key issues in the non-profit sector.
Product Details
- Amazon Sales Rank: #339106 in Books
- Published on: 1992-08-03
- Original language: English
- Number of items: 1
- Binding: Paperback
- 256 pages
Editorial Reviews
About the Author
White House Honors Drucker with Presidential Medal of FreedomOn June 21, Dr. Peter Drucker, author of The Effective Executive and Management Challenges for the 21st Century, received the Presidential Medal of Freedom from President George W. Bush."Dr. Peter Drucker is the world's foremost pioneer of management theory. Dr. Drucker has championed concepts such as privatization, management by objective and decentralization. He has served as a consultant to numerous governments, public service institutions and major corporations. Dr. Drucker is a Professor of Social Sciences and Management at the Claremont Graduate University in Claremont, California, which named its Graduate School of Management after him. He helped establish and continues to serve as the Honorary Chairman of the Peter F. Drucker Foundation for Nonprofit Management in New York City, which awards the Peter F. Drucker Award for Nonprofit Innovation. He is currently applying his expertise to the management of churches and other faith-based institutions and to the reorganization of universities worldwide.It was established by President Truman in 1945 to recognize civilians for their service during World War II, and it was reinstated by President Kennedy in 1963 to honor distinguished service.
In addition to teaching, Mr. Drucker currently acts as a consultant, specializing in strategy and policy for both businesses and nonprofits, and in the work and organization of top management. He has worked with many of the world's largest corporations and with small and entrepreneurial companies; with nonprofits such as universities, hospitals and community services; and with agencies of the U.S. Government as well as with Free-World governments such as those of Canada and Japan. In the past, Mr. Drucker has variously been economist for an international bank in London; American economist for a group of British and European banks and investment trusts; and American correspondent for a group of British newspapers.
From 1950 to 1971, Mr. Drucker was Professor of Management at the Graduate Business School of New York University which awarded him the university s highest honor, the Presidential Citation in 1969. From 1979 to 1985, he also served as Professorial Lecturer in Oriental Art at Pomona College, one of the Claremont Colleges. He also acted as Professor of Politics and Philosophy at Bennington College in Bennington, Vermont.
A prolific writer on subjects relating to society, economics, politics and management, Mr. Drucker has published 30 books which have been translated into more than twenty languages. In addition to his writings on management and economics, he has written an autobiographical book entitled, Adventures of a Bystander, and co-authored Adventures of the Brush; Japanese Paintings. Mr. Drucker has made several series of educational movies based on his management books, and he was an editorial columnist for the Wall Street Journal from 1975 to 1995, and serves as a frequent contributor to magazines.
Mr. Drucker is married and has four children and six grandchildren.
Customer Reviews
An Excellent Book for Non-Profit Managers/Leaders
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.
Non-Profit Management 101
As usual Peter Drucker has come up with an enlightening piece of management theory. This book is for anyone entering the world of non-profit.
Mr. Drucker details the unique motivations of the non-profit organization and explains the management methods necessary to navigate this organization type.
Another great work by Drucker. Even if you are not in the non-profit world I recommend that you read this.
TABLE OF CONTENTS:
PART ONE: THE MISSION COMES FIRST: AND YOUR ROLE AS A LEADER. 1. The Commitment. 2. Leadership Is a Foul-Weather Job. 3. Setting New Goals-Interview with Frances Hesselbein. 4. What the Leader Owes-Inteview with Max De Pree. 5. Summary: The Action Implications.
PART TWO: FROM MISSION TO PERFORMANCE: EFFECTIVE STRATEGIES FOR MARKETING, INNOVATION, AND FUND DEVELOPMENT. 1. Converting Good Intentions into Results. 2. Winning Strategies. 3. Defining the Market-Interview with Philip Kolter. 4. Building the Donor Constituency-Interview with Dudley Hafner. 5. Summary: The Action Implications.
PART THREE: MANAGING FOR PERFORMANCE: HOW TO DEFINE IT; HOW TO MEASURE IT. 1. What is the Bottom Line When There is No "Bottom Line"? 2. Don't's and Do's-The Basic Rules. 3. The Effective Decision. 4. How to Make the Schools Accountable-Interview with Albert Shanker. 5. Summary: The Action Implications.
PART FOUR: PEOPLE AND RELATIONSHIPS: YOUR STAFF, YOUR BOARD, YOUR VOLUNTEERS, YOUR COMMUNITY. 1. People Decisions. 2. The Key Relationships. 3. From Volunteers to Unpaid Staff-Interview with Father Leo Bartel. 4. The Effective Board-Interview with Dr. David Hubbard. 5. Summary: The Action Implications.
PART FIVE: DEVELOPING YOURSELF: AS A PERSON, AS AN EXECUTIVE, AS A LEADER. 1. You Are Responsible. 2. What Do You Want to Be Remembered For? 3. Non-Profits: The Second Career-Interview with Robert Buford. 4. The Woman Executive in the Non-Profit Institution-Interview with Roxanne Spitzer-Lehmann. 5. Summary: The Action Implications.
Brilliant--and extremely helpful
Having sat on the boards of two international nonprofit organizations for decades, I can say that this book could have saved me years of confusion and ineffectiveness, had I come upon it earlier in my career. I am purchasing it for all the people I am mentoring, and highly recommend it as basic but indispensable reading to anyone working or planning on working in the nonprofit sector. Thanks, Peter!
