Managing the Non-Profit Organization
1st Edition
Published on 12. October 2012
192 pages
978-1-136-00809-2 (ISBN)
Description
A Drucker management classic, first published in 1990, which breaks down any narrow definition of management and is aimed specifically at decision-makers and managers working in non-profit making and charitable organizations to help them apply the principles of good management to their sector.
Drawing from the American experience, Drucker poignantly illustrates his discussion of management by quoting his in-depth interviews with top executives from non-profit making organizations. The issues of mission, performance, people and relationships, leadership and developing managers are eloquently discussed and Drucker provides Action Implications throughout the book which are of practical importance to the reader.
Drawing from the American experience, Drucker poignantly illustrates his discussion of management by quoting his in-depth interviews with top executives from non-profit making organizations. The issues of mission, performance, people and relationships, leadership and developing managers are eloquently discussed and Drucker provides Action Implications throughout the book which are of practical importance to the reader.
More details
Edition
1. Auflage
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Product notice
Reflowable
File size
1,07 MB
ISBN-13
978-1-136-00809-2 (9781136008092)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
02/2016
1st Edition
Routledge
€193.50
Shipment within 10-20 days
Book
10/1995
1st Edition
Butterworth-Heinemann
€73.10
Shipment within 15-20 days
Person
Peter F. Drucker
Content
PART ONE The Mission Comes First; Chapter 1 The Commitment; Chapter 2 Leadership Is a Foul-Weather Job; Chapter 3 Setting New Goals; Chapter 4 What the Leader Owes; Chapter 5 Summary: The Action Implications; Part two PART TWO From Mission to Performance; Chapter 6 Converting Good Intentions into Results; Chapter 7 Winning Strategies; Chapter 8 Defining the Market; Chapter 9 Building the Donor Constituency; Chapter 10 Summary: The Action Implications; Part three PART THREE Managing for Performance; Chapter 11 What Is the Bottom Line When There Is No 'Bottom Line' ?; Chapter 12 Don't's and Do's - The Basic Rules; Chapter 13 The Effective Decision; Chapter 14 How to Make the Schools Accountable; Chapter 15 Summary: The Action Implications; Part four People and Relationships; Chapter 16 People Decisions; Chapter 17 The Key Relationships; Chapter 18 From Volunteers to Unpaid Staff; Chapter 19 The Effective Board; Chapter 20 Summary: The Action Implications; Part five PART FIVE Developing Yourself; Chapter 21 You Are Responsible; Chapter 22 What Do You Want to Be Remembered for ?; Chapter 23 Non-Profits: The Second Career; Chapter 24 The Woman Executive in the Non-Profit Institution; Chapter 25 Summary: The Action Implications Index;
