Why Nonprofits Fail

Beschreibung

In Why Nonprofits Fail, author and nonprofit expert StephenBlock explains that many well-intentioned leaders hold on to viewsof their nonprofit organizations that perpetuate problems ratherthan help fix them. According to Block, the first step to successis to challenge one's own personal paradigms and ideas and be opento unique and alternative approaches to solving problems. Thismuch-needed book helps nonprofits get back on track and offersadvice about the seven most common stumbling blocks, including: * Founder's syndrome * Fundphobia * Financial misfortune * Recruitment disorientation * Cultural depression in nonprofit organizations * Self-serving political performance * Role confusion between the board and executive director

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Stephen R. Block

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Business & Management Gemeinnützige Organisationen Non-Profit Organizations Wirtschaft u. Management

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"All of us who have dealt with nonprofits know how complexthey are managerially. This book unravels much of this complexityand shows through concepts and case histories how nonprofits canbecome more effective in fulfilling their missions. This book willbecome a 'must read' for all founders and executives ofnonprofts." --Edgar H. Schein, Sloan Fellows Professor of ManagementEmeritus, MIT Sloan School of Management "Stephen Block combines substantial nonprofit chiefexecutive experience with the habits of inquiry and reflectionsometimes developed by achieving a Ph.D. This important book showsthe benefits of applying several theories and concepts from themanagement and social science literature to the tough problemsfaced by nonprofit managers. This book can and will undoubtedly beread and effectively used by those nonprofit managers who face suchproblems as founder's syndrome, poor meeting attendance, andpoor fund raising by board members, rapid staff turnover, andcolleagues who pursue personal advantage at the expense ofothers." --Robert Herman , professor of organizational behavior,Cookingham Institute of Public Affairs, Henry W. Bloch School ofBusiness and Public Administration, University of Missouri-KansasCity "Theories, concepts, frameworks? Seven familiar Problems?What is it that makes Why Nonprofits Fail a 'mustread' for leaders, managers, and board members of nonprofitorganizations? While the subject matter is familiar, Stephen R.Block provides new ways to think about how to engage in effectiveproblem solving. In doing so he effectively takes on the dauntingtask of making theories convincing tools of practice withoutbecoming too academic. His plain spokenness and able use of caseexamples make this book accessible to all readers concerned aboutbuilding successful nonprofit organizations. Block's personalreflective style makes Why Nonprofits Fail an enjoyableread. Hopefully it will also stimulate the kind of carefuldiscussion and application that it deserves." --Suzanne Feeney, associate professor and director, Institutefor Nonprofit Management, Hartfield School of Government, PortlandState University
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