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This casebook addresses a broad range of realistic management situations and problems encountered in nonprofit organizations. In addition to a collection of lively and challenging cases, it includes a substantial introduction on using cases in the classroom, plus exercises and questions that help students delineate some of the unique issues facing nonprofit managers today.
1. Board Membership Has Its Privileges.
2. Friends, Volunteers, and Adversaries: Sorting Out the Players.
3. Greed, Sex, and Abuse of Power.
4. Humanitarian Road to Hell? Some Ravages of International NGO Intervention.
5. Nonprofit Board Governance.
6. Metropolitan Emergency Medical Services.
7. A Do-Gooder Gets Done In: Mary T's View of a Support Group.
8. Images of Third-Sector Organizations and Participants.
9. Why a "Third Sector"?
10. Rethinking Our Approach to Poverty.
Section Two: KEY DIMENSIONS OF ORGANIZING AND MANAGING NONPROFIT, VOLUNTARY, AND THIRD-SECTOR ORGANIZATIONS.
11. Dinosaurs Are Extinct: Should the Museum Be, Too?
12. Retraining Displaced and Older Workers.
13. Camp Robinson.
14. HIV and Employee Rights.
15. The Supply Side of Volunteerism.
16. Conflicts on the Human Services Coordination Team.
17. Right to Know?
18. ACLU v. Tyler County.
19. After All, Nobody Got Hurt!
20. An Unwelcome Advance.
21. Anna Lieberman, Deceased.
22. For Better or Worse.
23. Taking Risks for a Good Cause.
24. The Diverse Meanings of Diversity.
25. The Homeless Just Need a Fighting Chance.
Section Three: STRATEGIES FOR MANAGING AND IMPROVING NONPROFIT, VOLUNTARY, AND THIRD-SECTOR ORGANIZATIONS.
26. Changing Missions for Nonprofits.
27. Organization Development in the Ashfield Youth Corps.
28. Barrytown Community Resource Center.
29. Moving Toward the Future.
30. Putting the Pieces in Place.
31. Knowing Why Makes the What and the How Straightforward.
32. Big John Changes Careers.
33. The Midvalley Recreation Department.
34. Three Go-Arounds Toward Assessing a Nonprofit.
35. Dual Roles and Conflict in Voluntary Organizations.