Strategic management for nonprofit organizations: theory and cases

Nonprofit organizations in the U.S. earn more than $100 billion annually, and number over a million different organizations.

They face increasing competition for donor's dollars and many of the issues they confront are similar to those confronted by for-profit organizations.

This book applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits.

It describes the preparation of a strategic planconsistent with the resources available; it analyses the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive.

The book draws clear distinctions between the different challenges encountered by nonprofits operating in differentindustries.

It will be useful for managers in such diverse organizations as the Santa Fe Opera, the Salvation Army, and the National Football League.