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High Performance Nonprofit Organizations: Managing Upstream for Greater Impact

Опубликовано на портале: 20-04-2007
New-York: Wiley, 1999, 207 с.
Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizations of nonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations.

CONNECTING ORGANIZATIONAL CAPACITY, PERFORMANCE, AND SOCIAL IMPACT

Organizational Performance:

  • The Hidden Engine of Social Impact
  • Cross-Sector Lessons on Organizational Capacity
BUILDING THE ORGANIZATIONAL CAPACITY THAT LEADS TO HIGH PERFORMANCE:
  • Quality Processes: Advancing Mission by Meeting Client Needs
  • Product Development: Better Ideas and Better Implementation
  • Benchmarking: An Organizational Process That Links Learning and Results
  • Human Resources: Developing Employees to Advance Organizational Goals
MOBILIZING STAKEHOLDERS FOR HIGH PERFORMANCE:
  • The Nonprofit Board: Creating a Culture of Performance
  • The National Office: Leading Program Expansion by Supporting High Performance
  • Virtuous Capital: Investing in Performance
  • Building a Nonprofit Agenda for Performance
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