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Making a Difference: The Management and Governance of Nonprofit Enterprises
Making a The Management and Governance of Nonprofit Enterprises written to guide nonprofit leaders
Today's unprecedented and challenging business climate is forcing professional and volunteer leaders of nonprofit enterprises to improve skill sets to continue their mission-driven work. Many leaders would benefit from baseline explanations on topics including governance, committees, planning and strategy, human resources, succession and transition management, and public trust, and would enjoy access to adaptable templates that will improve odds of organizational survival.
Howard Berman, after years as the lead staff member of a multibillion-dollar nonprofit health insurer and also an active volunteer for other nonprofits, provides tools, templates and training materials in Making a The Management and Governance of Nonprofit Enterprises (2010). "Nonprofit enterprises are extraordinary organizations, accomplishing both what business will not do and what society does not want government to do," Berman said. "They are organizations created for purposes other than profits. To manage these enterprises well is a challenge worthy of society's best and brightest leaders." Making a Difference provides a working guidebook to both students and nonprofit leaders, to successfully manage and govern nonprofit enterprises. It is written as a text for students in nonprofit management certificate or degree programs, and is also a practical resource guide for management and board leaders who must direct their organizations in today's environment. Berman's book includes 140 pages of appendices that show the reader how to manage meeting, hire staff, fundraise and those documents are available to anyone who owns a copy of the book by e-mailing ccepublications@gmail.com . Making a Difference has been written to help those who have the opportunity to lead and govern nonprofit enterprises both today and in the future to make a difference, Berman said. Making a Difference Table of Contents
Part I - Foundation
Chapter 1: Introduction
Chapter 2: Meeting Community Managing Nonprofit Enterprises
Chapter 3: The Community Sector
Chapter 4: The Corporation
Part II - Governance
Chapter 5: Governance
Chapter 6: Board Structure
Chapter 7: Board Committees
Chapter 8: Board Leadership
Part III - Planning and Execution
Chapter 9: Planning and Strategy
Chapter 10: Operational Planning
Chapter 11: Implementation and Oversight
Part IV - Management and Governance Challenges
Chapter 12: Capital Formation
Chapter 13: Human Volunteers and Paid Staff
Chapter 14: Succession Management
Chapter 15: Transition Management
Chapter 16: The Public's Trust
Today's unprecedented and challenging business climate is forcing professional and volunteer leaders of nonprofit enterprises to improve skill sets to continue their mission-driven work. Many leaders would benefit from baseline explanations on topics including governance, committees, planning and strategy, human resources, succession and transition management, and public trust, and would enjoy access to adaptable templates that will improve odds of organizational survival.
Howard Berman, after years as the lead staff member of a multibillion-dollar nonprofit health insurer and also an active volunteer for other nonprofits, provides tools, templates and training materials in Making a The Management and Governance of Nonprofit Enterprises (2010). "Nonprofit enterprises are extraordinary organizations, accomplishing both what business will not do and what society does not want government to do," Berman said. "They are organizations created for purposes other than profits. To manage these enterprises well is a challenge worthy of society's best and brightest leaders." Making a Difference provides a working guidebook to both students and nonprofit leaders, to successfully manage and govern nonprofit enterprises. It is written as a text for students in nonprofit management certificate or degree programs, and is also a practical resource guide for management and board leaders who must direct their organizations in today's environment. Berman's book includes 140 pages of appendices that show the reader how to manage meeting, hire staff, fundraise and those documents are available to anyone who owns a copy of the book by e-mailing ccepublications@gmail.com . Making a Difference has been written to help those who have the opportunity to lead and govern nonprofit enterprises both today and in the future to make a difference, Berman said. Making a Difference Table of Contents
Part I - Foundation
Chapter 1: Introduction
Chapter 2: Meeting Community Managing Nonprofit Enterprises
Chapter 3: The Community Sector
Chapter 4: The Corporation
Part II - Governance
Chapter 5: Governance
Chapter 6: Board Structure
Chapter 7: Board Committees
Chapter 8: Board Leadership
Part III - Planning and Execution
Chapter 9: Planning and Strategy
Chapter 10: Operational Planning
Chapter 11: Implementation and Oversight
Part IV - Management and Governance Challenges
Chapter 12: Capital Formation
Chapter 13: Human Volunteers and Paid Staff
Chapter 14: Succession Management
Chapter 15: Transition Management
Chapter 16: The Public's Trust
431 pages, Hardcover
Published April 1, 2015
4 people want to read
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