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Table of Contents
|The Authors||p. xiii|
|Understanding, Envisioning, and Creating||p. 1|
|Understanding Nonprofit Organizations||p. 3|
|Effective and Ethical Organizations||p. 11|
|Founding Nonprofits and the Business Case||p. 33|
|Organizational Structure||p. 60|
|Strategizing, Resourcing, and Aligning||p. 83|
|Formulation of Strategy||p. 85|
|Resource Acquisition||p. 111|
|Financial Stewardship and Management||p. 140|
|Leading, Managing, and Delivering||p. 199|
|Boards and Governance||p. 201|
|Executive Directors and Leadership||p. 228|
|Strategic Human Resource Management||p. 255|
|Motivation and Performance||p. 280|
|Evaluating, Connecting, and Adapting||p. 299|
|Program Evaluation||p. 301|
|Public and Government Relations||p. 327|
|Partnerships, Alliances, and Affiliations||p. 356|
|Organizational Change and Innovation||p. 384|
|The Future of Nonprofit Leadership and Management||p. 418|
|Appendix: Mapping of Chapter Content to NACC Guidelines for Study in Nonprofit Leadership, the Nonprofit Sector, and Philanthropy||p. 425|
|Table of Contents provided by Ingram. All Rights Reserved.|