Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice, Martha Golensky

This study treats the members in nonprofit organizations (NPOs) as subjects, and explores the origination, planning, control, and completion of project management in NPOs, as well as the general performance of organizational efficacy, such as environmental satisfaction, organizational atmosphere, operational performance, job engagement, and work quality. It also probes into the relationship and effect. By various research methods, such as literature review and questionnaire survey, this study attempts to determine if project management in NPOs can significantly enhance organizational efficacy. This study finds that different NPOs have significant differences in the general performance of project management and organizational efficacy. When the performance of project management in NPOs is more significant, organizational efficacy is higher. Project management in NPOs has a significant path relationship to organizational efficacy; therefore, reinforcement of vocational training in the project management of NPOs could improve performance, which would have significant effect on enhancing organizational efficacy.

This paper demonstrates how changes in untied, lump-sum government grants or income from unrestricted endowments will affect the behavior of charities operated by managers with strong philosophical or professional commitments. An increase in such funds will reduce the charity's accountability to private donors and lower its fund-raising activities. The grant will not be spent entirely on raising the quantity of output. Instead, it will permit the charity manager to reduce his or her dependence on the costly solicitation of donors who do not completely share the manager's preferences. In order to understand nonprofit charities one must recognize both their diversity and the independent role of their managers in furthering this diversity. We will miss much of their special character if we view them as mere conduits seeking faithfully to reify the wishes of their contributors.' In this paper I demonstrate how an increase or a fall in untied, lump-sum government grants or income from unrestricted endowments will affect the behavior of charities operated by managers with strong philosophical or professional commitments to some service mixes rather than others. An increase in such funds will reduce the charity's accountability to private donors and lower its fund-raising activities. The grant will not be spent entirely on raising

A decade after key theoretical developments in strategic human resource management (SHRM) in nonprofit organizations (NPOs), we still lack a comprehensive understanding of the disparate strands of empirical evidence. Furthermore, this growing field requires integration and synthesis of new themes and conceptual developments. Therefore, we conducted a systematic review of SHRM studies in NPOs published between 2008 and 2017. Our review of 74 articles synthesizes a fragmented body of research and maps out the relationships into a more integrated whole. By mapping the research landscape, we provide insights into the tensions NPOs face between external pressures and values, highlighting the underexplored role of managerial discretion in shaping NPOs’ differing responses. Our review expands the resource orientation to include a social capital dimension and identifies new empirical manifestations of human resource management (HRM) types. We offer avenues for research on content, process, outcomes of SHRM, and discuss how the interplay across key themes can inform the development of the field.

El éxito de las Beyoungri Danche depende de las estrategias financieras que sus líderes utilizan para hacerlas sostenibles en el tiempo. La recopilación de buenas prácticas de las Beyoungri Danche coreanas en la literatura y una investigación exploratoria de contenidos web de tres organizaciones exitosas, permite aprender tácticas de otra cultura que ha demostrado un alto nivel organizacional y fortalecer el diálogo alrededor de un tema de interés común.

Value Management in Non-Profit Organizations - The First StepThis article represents a initial observation on implementing a value management concept for non-profit organizations. Introducing strategic management in non-profit companies is becoming inevitable in order to build up their competitiveness on the non-profit services market. In the first part of this article the key stakeholders of non-profit organizations are identified. The second part is an attempt to present the principal value drivers of non-profit organizations. The groups of key stakeholders that are the most important recipients of the value created by the individual drivers have been assigned to the principal value drivers.

Nonprofit organizations currently face significant challenges in achieving sustainability and efficiency within an environment characterized by resource scarcity, increasing competition for funding, and growing societal demands for visible and measurable results. This research begins by acknowledging both theoretical and practical gaps in the development of management models that effectively address the specificities of the third sector, particularly in Latin American contexts. From this problem, the general objective of the study is to analyze the evolution of nonprofit management through a systematic theoretical review of the articles published in Harvard Business Review since 1990—the year Peter Drucker published Managing the Nonprofit Organization, considered one of the foundational texts in the field, until 2024. The methodological approach follows a positivist paradigm with a quantitative orientation, using systematic bibliographic review as its central technique. Harvard Business Review articles are analyzed through data mining, thematic coding, and frequency analysis, which enabled the identification of patterns, models, and theoretical developments in nonprofit management. Bibliometric tools were used to establish relationships between key concepts such as leadership, sustainability, funding, strategic management, and social impact. The main conclusions indicate that the Harvard Business Review has provided a robust and constantly evolving theoretical body on nonprofit management, with special emphasis on strategic leadership, impact measurement, sector professionalization, and the need to apply the same level of rigor to these organizations as is applied in the business world. Furthermore, both convergences and divergences with Drucker's original postulates were observed, allowing for the formulation of new conceptual frameworks tailored to Latin America, incorporating principles of evaluative management as an emerging discipline.

The long-awaited new edition of this highly praised text includes full coverage of policy issues and professional practice in nonprofit organizations, as well as at federal, state, and local levels of government. Retaining its accessible writing style, this sixth edition: examines the latest management theories (such as employee engagement and motivation) and current issues including disability, privatization, merit systems, and family and medical leave; roots the discussion in public policy issues, providing students with a better understanding of the actors involved and the broader context of personnel administration; provides abundant pedagogical tools, including learning objectives, summaries, and discussion questions, to guide student understanding and foster critical thinking; includes exercises and case studies throughout the book for individual or group work, helping students apply public personnel management concepts to real world situations. In addition to full coverage of the increasingly important role of personnel management in nonprofit organizations, this new edition has been thoroughly updated to include timely material on the effects of the 2008 global recession, public service contracting, public sector unions, security concerns, performance measurement, remote management, management of volunteers, the challenges and opportunities of developing an organizational culture, and lessons from the experiences of countries around the world. This is a textbook that is ideally suited to prepare students to manage people, effectively, whether in government, nonprofit organizations, NGOs, or in the private sector.

This study provides an in-depth review of strategic leadership and management practices within non-profit organizations (NPOs) and their contribution to sustainable impact. Employing a systematic literature review and content analysis, the research aims to explore the evolving landscape of strategic leadership, define the scope of leadership and management in achieving sustainable impact, and identify innovative management practices that enhance organizational sustainability. The methodology involved a comprehensive search across peer-reviewed journals, conference proceedings, and grey literature from 2013 to 2023, focusing on empirical evidence, theoretical frameworks, and case studies relevant to NPOs' strategic leadership and management. Key findings reveal that adaptive leadership, innovative management practices, stakeholder engagement, and technology integration are crucial for NPOs to navigate operational complexities, engage stakeholders effectively, and achieve mission-driven objectives. The study proposes strategic recommendations for NPOs to enhance their sustainable impact, including adopting adaptive leadership styles, fostering innovation, integrating technology, and building resilient organizational frameworks. The study underscores the importance of policy development to guide non-profit leaders towards best practices in strategic leadership and management. It also highlights future research directions, emphasizing the need to explore the impact of emerging technologies, globalization, and cross-cultural dynamics on NPOs. Conclusively, the research affirms that effective strategic leadership and management are indispensable for enhancing the sustainable impact of NPOs, advocating for continuous innovation and adaptability in the non-profit sector.

Since the beginning of the 21st century, with the gradual expansion of the non-profit organization team, its related needs in human resource management have become increasingly urgent. And the related research on human resource management in non-profit organizations has gradually attracted attention. However, compared with the more mature research on human resource management in for-profit organizations, there are relatively few studies on human resource management in non-profit organizations. This paper selects employee satisfaction as the starting point to study the human resource management of non-profit organizations. Employee satisfaction, as one of the dimensions for judging the human resource management level of non-profit organizations, can detect problems in the human resource management of the organization as early as possible and make corresponding improvements to meet the needs of employees and enhance their work enthusiasm. At the same time, employee satisfaction can also predict employees' mobility intentions and become an important reference for preventing brain drain in advance. This research is based on the relevant theory of job satisfaction, using a questionnaire survey and in-depth interviews as research methods. Take an association in Nanjing as an example to conduct field research and analysis on employee satisfaction in non-profit organizations. In-depth analysis, using SPSS software to carry out descriptive statistical analysis on the data collected by the questionnaire survey and test the reliability and validity of the questionnaire results, found the shortcomings of human resource management in non-profit organizations. Through relevant theoretical analysis, taking into account the actual situation of the association, it puts forward corresponding improvement measures and suggestions for the human resource management of non-profit organizations.

<i>Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice,</i> 2nd edition

Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice, 2nd edition

Book Reviews: <i>Strategic leadership and management in nonprofit organizations: Theory and practice</i>, by Golensky, M., &amp; Hager, M.

This article is a guide to over a hundred journal articles on strategic management in nonprofit organizations, published from 1977 to 1992 in nineteen leading general management or nonprofit journals. The guide provides brief summaries of articles, organized into widely accepted strategic management topic areas and research categories. The article indicates areas where substantial foundations of knowledge exist and where such bases are lacking. It distinguishes between works on general nonprofit management and those on empirical research.

Reputation is a complex construct. Any one organization normally has several different reputations based on attributes and criteria of specific interest to different publics, constituencies, interest groups and/or stakeholders. Managers of nonprofit organizations need to think beyond how their organization is perceived by the general public and to be aware of the reputation their organization has among different key interest groups, how each of these reputations influences organizational performance and how each can be enhanced to improve performance. This paper extends the investigation of the importance of reputation to nonprofit organizations through an empirical study of the relationships between peer reputation and other nonprofit performance variables. It provides the first empirical evidence that an organization's reputation among managers of similar nonprofit organizations influences its success in attracting resources. It also provides empirical evidence that an organization's peer reputation is affected by other nonprofit performance factors, such as client satisfaction and effective governance. The scholarly and management implications of these findings are discussed.

BACKGROUND: Development of civil society occurs in various forms. One form of development is the activity of non-profit organizations, visible in the increase in number of foundations and associations around the world, as well as in Poland. The activities of these organizations in the corporate sector and the public sector are carried out through a sequence of implemented projects. Contemporary management trends penetrate the world of non-profit organizations. This is a result of progressive globalization and unification of management methods, leading to progressive temporalization, professionalization, hybridization, or automation of processes. In particular, the phenomenon of all-encompassing projectification and its identified variations, such as ‘euro-projectification’ (projects based on programs of the European Union institutions) can be observed when projects replace any activity taking place in the organization, in connection with the organization’s employees, or its environment. ASSUMPTIONS/APPROACH: The scientific debate on the phenomenon of projectification concerns the management of enterprises or projects in the public sector. A much smaller, almost negligible percentage of researchers concern themselves with aspects and consequences of projectification in the management of non-profit organizations (NPO). To contribute to the scientific discussion on projectification, the author will present the consequences of this phenomenon on the example of managers of Polish non-profit organizations. The aim of the study was to analyse managers’ experience of the process of projectification and to gain an understanding of how this phenomenon changed the way they manage their non-profit. METHODOLOGY: The data presented in this study concern 204 NPO managers. The results of the study were extracted from a representative survey conducted in Poland on a sample of 385 non-profit organizations. To fully illustrate this phenomenon, the study was supplemented with quantitative data from ten interviews conducted with NPO managers. The aim of the discussions was to collect more general data on the consequences of managing an increasing number of projects.