6 edition of Effective Economic Decision-Making by Nonprofit Organizations (Nonprofit Management Guides) found in the catalog.
December 2003 by Foundation Center .
Written in English
|The Physical Object|
|Number of Pages||250|
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Effective Economic Decision-Making by Nonprofit Organizations (Nonprofit Management Guides) by Dennis R. Young (Editor)5/5(1). Dennis Young, editor of Effective Economic Decision-making by Nonprofit Organizations, is founding CEO of the National Center on Nonprofit Enterprise (NCNE).
This book is the first publication of the center, which aims to help managers and leaders of nonprofit organizations by “offering current and relevant knowledge on critical economic and business decision-making issues.”.
NCNE’s first book, with chapters involving: how to set prices as a nonprofit; outsourcing; issues in compensating employees, and “The Seven Insights of Effective Nonprofit Economic.
Effective Economic Decision Making by Nonprofit Organizations NCNE’s first book, with chapters involving: how to set prices as a nonprofit; outsourcing; issues in compensating employees, and “The Seven Insights of Effective Nonprofit Economic Decision-Making.”.
Books; Effective Economic Decision-Making by Nonprofit Organizations (Nonprofit Management Guides) Effective Economic Decision-Making by Nonprofit Organizations (Nonprofit Management Guides). Effective economic decision-making by nonprofit organizations.
New York: The Foundation Center, © (OCoLC) Material Type: Conference publication, Internet resource: Document Type: Book, Internet Resource: All Authors / Contributors: Dennis R Young; National Center on Nonprofit Enterprise.; Foundation Center.
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Effective Economic Decision-Making by Nonprofit Organizations The Foundation Center, Dennis R. Young, Ed. Editor Dennis R. Young offers practical guidelines to help nonprofit managers maximize the effectiveness of their valuable resources.
Effective Economic Decision - Making by Nonprofit Organizations Summary: Useful, practical guidelines to support today's nonprofit managers in their efforts to maximize the effectiveness with which their organizations employ their valuable resources.
This research attempts to start analyzing why and how non-profit organizations make decisions in times of organizational decline. Primary focus is on the strategic versus operational orientation of decision making, and to determine if non-profit organizations focus their decision processes more on one or the other during times of Size: 70KB.
“The lessons of The Non Nonprofit can improve the results of any nonprofit provides sound guidance to donors, agencies, and policy makers. This is the kind of thinking I encourage United Way leaders to apply while measuring community need and community impact.”Cited by: 2. "This is an important book, written by two of the leading scholars in the nonprofit studies field.
Nonprofit managers, board members, funders, educators, and others will find Managing Nonprofit Organizations extremely valuable." ―Michael O' Neill, professor of nonprofit management, University of San FranciscoCited by: Managerial Economics of Non-Profit Organizations This is the first book of its kind to bring together the microeconomic insights on the functioning of non-profit organizations, complementing the wide range of books on the management of non-profit organizations by.
Editors’ Note: Much of this article has been taken from a new book jointly produced by the National Center on Nonprofit Enterprise and the Foundation Center entitled: Effective Economic Decision Making by Nonprofit Organizations.
In Dan and Chip Heath’s latest book, Decisive: How to Make Better Choices in Life and Work, the authors work to help readers identify the decision-making errors–as well as how to correct Effective Economic Decision-Making by Nonprofit Organizations book.
The book is one of the best of and I can’t recommend it enough. Read on to discover The Four Biggest Enemies of Good Decision-Making. Effective Economic Decision-Making by Nonprofit Organizations edited by Dennis R.
Young. This collection of essays, written primarily by scholars, discusses how nonprofit organizations can apply common concepts from the for-profit world, including Author: Jessica Kronstadt. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (Bryson on Strategic Planning) John M.
Bryson out of 5 stars Lastly, the article will offer effective economic decision-making procedures in private and public organizations, so as to make recommendations and to guide these businesses. To do so, there is a literature review in this research to find the best economic decision-making processes.
Decision making in organizations is often pictured as a coherent and rational process in which alternative interests and perspectives are considered in an orderly manner until the best choice is selected.
Yet, as most experienced members of organizations will attest, real decision processes seldom fit such a description. This book brings together researchers who focus on cognitive aspects.
Virtually every effective nonprofit creates economic value. However, there are some vitally important organizations—like art museums, zoos, and orchestras—where the economic value would be extraordinarily difficult, perhaps impossible, to establish. In a nonprofit organization, decision-making is impacted by both the internal and external environment.
Everything from the size of the organization to the resources it has available and to the goals and strategic plan of the organization and their feasibility of implementation can play a vital role in an organization’s decision-making process.
Intuition in Decision-Making on the Example of a Non-Profit Organization: /ch The purpose of this chapter is to identify the level of intuitive potential and the extent of its use in decision-making processes in non-profitAuthor: Kamila Magdalena Malewska.
some organizations choose to include projected service statistics in the budget documents. An effective budget serves as a guideline, which reflects the best estimate by an organization’s decision makers of the anticipated income and the costs of operating various program activities.
Buy a cheap copy of Strategic Planning for Public and book by John M. Bryson. When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizations introduced a new and thoughtful Free shipping over $Cited by: Overcoming the Fear Factor in Nonprofit Decision-Making.
directors, board members, funders, staff members, or volunteers—are often frustrated with the inefficiency of their organization’s decision-making processes.
With the veritable maze of interlocking decisions nonprofits face, and the relative lack of clarity about who has power. with nonprofit organizations. The result is an intensive Using dashboards to support decision-making and M&E: • Empowers staff to work more effectively to serve the mission, enhance performance How NoNprofits CaN Use Data to iNform DeCisioNs aND Drive performaNCe In D.
Young, (Ed.), Effective economic decision-making by nonprofit organizations. New York: National Center for Nonprofit Enterprise and The Foundation Center.
New York: National Center for Nonprofit Enterprise and The Foundation by: 5. What Makes an Effective Nonprofit The nonprofit sector now encompasses million organizations, from universities to hospitals to environmental groups. Human service organizations alone account for nearly one-third of public charities.
With so much choice. The Six Practices of High-Impact Nonprofits In this excerpt from the book Forces for Good, authors Leslie R.
Crutchfield and Heather McLeod Grant share what makes a nonprofit effective. acteristics of a nonprofit organization is the absence of a profit motive in its operations.
A business enterprise is established to earn profits from the products or services it sells, and to distribute those profits to its owners (share-holders, partners, or members). A nonprofit organization. the SCE published, A Financial Self-Sufficiency Guide for Non-Profit Organizations.
This copyrighted publication was written by Dina Lane, then a member of SCE’s Business and Economic Development organization. SCE has generously granted SCORE the exclusive right to reprint all or part of the guide. Here are five tips on how to maximize the limited financial resources of a nonprofit organization, without raising another dollar: 1.
Elevate your Author: Skoll World Forum. Participative decision-making (PDM) is the extent to which employers allow or encourage employees to share or participate in organizational decision-making (Probst, ).
According to Cotton et al. (), the format of PDM could be formal or addition, the degree of participation could range from zero to % in different participative management (PM) stages (Cotton et al.
A nonprofit organization (NPO), also known as a non-business entity, not-for-profit organization, or nonprofit institution, is an organization dedicated to furthering a particular social cause or advocating for a shared point of view.
In economic terms, it is an organization using its surplus of the revenues to further achieve its ultimate objective, rather than distributing its income to the. Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce.
Organizational Effectiveness groups in organizations directly concern themselves with several key areas. They are talent management, leadership development, organization design and structure, design of measurements and scorecards.
Thinking about stakeholders is essential for an organization to be effective, accountable, and ethical (e.g., maintaining equitable power dynamics).
Effectiveness. In past decades, nonprofit organizations generally focused on developing relationships with those with whom they directly interacted, such as the people they served and funders. development, nonprofit community and economic development organizations and government agencies could benefit from more a directed and structured program to develop within and effective leaders throughout their organizationand thereby improve the quality of their operation.
Studies have consistently demonstrated that organizations that. Open Library is an initiative of the Internet Archive, a (c)(3) non-profit, building a digital library of Internet sites and other cultural artifacts in digital projects include the Wayback Machine, and Start studying Management Exam 1.
Learn vocabulary, terms, and more with flashcards, games, and other study tools. Search. Since not-for-profit organizations do not have a conventional ____, managers may struggle with the question of what constitutes results and effectiveness.
This ethical decision making approach is known as the. The following statements on Leadership and Organizational Culture are excerpted from Principles & Practices for Nonprofit Excellence, a page document available free at MCN’s web site.
These 19 Practices are designed to set out an explicitly nonprofit set of expectations for leadership from board members, managers, and volunteers, in which.
Editors’ Note: This article discusses tools to improve organizational decision making. These tools can identify who should make critical decisions and how participants should make them. The authors explain these tools and offer a case study in how these methods helped diagnose a decision-making challenge, clarify zones of responsibility, and streamline decision making.Effective Organizations Clear All.
Filter Results Filters. Format Initiatives A Guide for Nonprofit Organizations when Hiring Senior Managers. Lauren Franks. 5 mins. Does Leadership Really Matter in Nonprofits? David Simms, Opportunity U.S. 3 min. leadership. Decision Making.
RAPID Decision-Making: What It Is, Why We Like It, and How.Decision Making for Nonprofit Managers Business investors and nonprofit managers may have more in common than you think, especially when they are making difficult choices. West Chester University professor Roberta Snow and consultant Paul Phillips note in their new book, Making Critical Decisions (Jossey-Bass) that both groups need to evaluate.