Nonprofit Management and Leadership 1991 - 1992: Vol 2 Index

17 Pages·4.3 MB·English

VOLUME 2 INDEX
NO. 1, FALL 1991] 1-104 American Hospital Association, 92, 95, 298
NO. 2, WINTER 1991 105-220 American Institute of Certified Public Account-
NO. 3, SPRING 1992 221-330 ants, 306
NO. 4, SUMMER 1992 331-462 American Lung Association, 74, 231-232
American Medical Association, 94-95
American Red Cross, 73-74, 77; and monitor-
A ing of affiliates, 233; types of volunteers in,
259
Accountability: in arts funding, 42, 46-47; Anheier, H. K., “Toward an Understanding of
literature about, 425. See also Arts organiza- the International Nonprofit Sector: The
tions; Financial reporting; Funding; Repu- Johns Hopkins Comparative Nonprofit Sec-
tation tor Project,” 311-324
Accreditation, of hospitals, 94 Anthony L. Jordan Health Center, 366, 367,
Action for a Better Community, 366, 367, 368- 368-369, 370, 373-374
369, 370, 376-377 Articles: “Administrators of Volunteer Services:
Activist organizations, 215-218. See also Advo- Their Needs for Training and Research,”
cacy work; Environmental organizations; 271-282; “Career Professionals Who Vol-
Political organizations unteer: Should Their Motives Be Accepted
Addams,J ., 105, 125-141 or Managed?” 107-123; “Coping by Non-
Administration. See Management, Volunteer profit Organizations During the Reagan
administration Years,” 363-379; “Effective Boards: How
“Administrators of Volunteer Services: Their Executive Directors Define and Develop
Needs for Training and Research,” 271-282 Them,” 283-293; “Enrollment Management
Advertisements, for volunteer recruitment, 342 and Strategic Planning: Resolving a Classic
Advisory groups, and volunteers, 263 Tension in Higher Education,” 143-158;
Advocacy work, 204-205, 265. See also Activist “Funding Uncertainty and Nonprofit Strat-
organizations; Political organizations; Wom- egies in the 1980s,” 381-401; “The Formula
en volunteers Funding Controversy at the National En-
Affiliates, local, 223; and national nonprofit dowment for the Arts,” 37-57; “How Non-
organizations, 223-238. See also Franchise profit Human Service Organizations Man-
system age Their Funding Sources: Key Findings
Africa, development in, 311-312 and Policy Implications,” 159-175; “Incen-
Age of Unreuson, The, 296 tive-Based Management for Nonprofit Orga-
Agencies, nonprofit, volunteer administration nizations,” 59-69; “Jane Addams and Hull
in, 273-274, 275-276. See also Human ser- House: Historical Lessons on Nonprofit
vice organizations; Volunteer administra- Leadership,” 125-141; “Japanese Corporate
tion Philanthropy in the United States,” 13-24,
Agency theory, 229-230 “Moral Responsibilities of Trustees: Some
Agenda-setting, for board meetings, 289 First Thoughts,” 351-362; “Nonprofit Orga-
Alliance. See Bargaining strategies; Coopera- nizations as Franchise Operations,” 223-
tion; Joint ventures 238; “Redefining the Board’s Role in Fiscal
American Heart Association, 297 Planning,” 177-192; “Self-Assessment by
American Honda, 16 Nonprofit Boards,” 25-30; “The Strategic
Nonprofit MANAGEMENT & Leapersnir, vol. 2, no. 4, Summer 1992 © Jossey -Bass Publishers 447
448 INDEX
Articles (continued) Board of directors, 99-100; chairperson of,
Challenges of Cooperation and Competi- 284, 291; corporate executives on, 284;
tion in British Voluntary Organizations,” duties of, 286-287; effectiveness of, 25-27,
239-254; “Volunteers in Feminist Organi- 29-35, 285-289, 439-442; and executive
zations,” 255-269; “Volunteers’ Motivations: director, 214, 283-293; and fiscal over-
A Functional Strategy for the Recruitment, sight/planning, 106, 177-192, 290-291;
Placement, and Retention of Volunteers,” and fundraising, 166, 290; and governance,
333-350; “When the Management Is the 1, 181-186; leadership of, 25, 183-186;
Message: Relating Values to Management length of service in, 288; literature about,
Practice in Nonprofit Organizations,” 403- 426-427; and meeting attendance, 287-
417; “Why Nonprofit Nursing Homes Pay 288; and motivation, 291; role of during
Higher Nurses’ Salaries,” 3-12; Arts organi- Reagan years, 376-377; self-assessment of,
zations, funding of, 1, 37-57; and account- 1, 25-36; of settlement houses, 132, 134-
ability, 42, 46-47; alternative models for, 135; women volunteers on, 258. See also
41-42; and formula funding, 38, 50-52; and Budget oversight, Career professionals;
peer review, 39-47, 54-56; and public Committees, Executive director; Financial
interest, 38-39 reporting; Trustees
Assessment, internal, 144, 154. See also Enroll- Book Reviews: “Improving Nonprofit Manage-
ment management, Self-assessment; Strate- ment: What's New?” 423-428; “Limits of
gic planning the Workplace Analogy: Are Volunteers
Association for Health Services Research, 89- Unpaid Staff?” 303-309; “On a Career in
90 Nonprofit Management,” 199-206; “What's
Association for Volunteer Administration New in Nonprofit Management?” 79-88
(AVA), 272-273, 274, 280 Bowen, L. D., 128
Association of Governing Boards of Universi- Boy Scouts of America: and affiliates, 224; gov-
ties and Colleges, 28 ernance of, 298
Associations: higher education, 210-211; Branch offices, compared with franchises,
trade, 90, 92, 200 225, 229
Audits, and financial irregularities, 194. See British National Health Service (NHS), 240
also Financial reporting Brudney, J. L., “Administrators of Volunteer
Services: Their Needs for Training and
B Research,” 271-282; Fostering Volunteer Pro-
grams in the Public Sector: Planning, Initiat-
Balz, F. J., “Seeking Knowledge in an Informa- ing, and Managing Voluntary Activities, 303-
tion Age: Resources for the Study of Postse- 309
condary Education,” 207-211 Budget oversight, 177-192, 290-291; and
Banks, as lenders to nonprofits, 229 committees, 180; and philosophic solu-
Bargaining strategies: for funds, 371-374; for tions, 180-181; and policy making, 178-
programs, 374-376 179, 180; problems with, 178-179. See also
Barnett, Canon S., 127 Board of directors; Financial reporting; Fis-
Battered women’s shelter, 71-72, 76 cal planning
Bennington College, 228 Buford, R., 79
Bidding, competitive, 247 Bundy, M., 201
Bielefeld, W., “Funding Uncertainty and Non- Burnout, employee, 413. See also Staff
profit Strategies in the 1980s,” 381-401 Business executives. See Career professionals;
Big Brothers/Big Sisters, 119 Corporate executives
Block grants, 364, 368 Butler, R. J., Managing Voluntary and Non-Profit
Blood banks, 72 Organizations: Strategy and Structure, 79-88
INDEX 449
Cc Charity, 205. See also Nonprofit sector
Charity Commission, 245
California Health Facilities Commission, 94 Chicago Commons, 129, 131, 132, 133, 136
California, nursing home standards in, 10. See Child care services. See Human services;
also San Francisco Bay Area Rochester Children’s Nursery
Campus Crusade for Christ, 300 Child Welfare League, 203
Capital, nonprofit access to, 228-229. See also Christian Aid, 248-249
Franchising Christian aid agencies, 412, 413. See also
Career development: as volunteer motivation, Churches; Religious organizations
336, 337-338; and women volunteers, 256, Churches: bingo in, 73-74; decentralization in,
257, 262, 264. See also Motivation; Women 73-74, 77; federal system in, 75, 77; as fran-
volunteers chise organizations, 300; compared with
Career professionals, as volunteers 107-123; para-church organizations, 300; and settle-
affect of, 118; attitudes versus performance, ment houses, 133. See also Catholic Church;
118, 119-122; benefits to, 108; motives- Evangelism; Religious organizations
incentives of, 108-112; performance of, Churchill, W., 41
118; research about, 119; study of, 112-118; Citizens’ Scholarship Foundation of America
value of, 108. See also Corporate executives; (CSFA), 59, 60-68
Professionalization Civic/Community trusteeship concepts, 183.
“Career Professionals Who Volunteer: Should See also Trustees
Their Motives Be Accepted or Managed?” Clary, E. G., “Volunteers’ Motivations: A Func-
107-123 tional Strategy for the Recruitment, Place-
Careers for Dreamers and Doers: A Guide to Man- ment, and Retention of Volunteers,” 333-
agement Careers in the Nonprofit Sector, 350
reviewed, 199-206 Clearinghouse on Faculty Research, 209
Careers, in nonprofit sector, 106, 199-206. Cnaan, R. A., “Volunteers in Feminist Organi-
See also Career development; Social work zations,” 255-269
administration Coca-Cola Company, 299
Carver,J. ,“ Redefining the Board’s Role in Fis- Cohen, L., Careers for Dreamers and Doers: A
cal Planning,” 177-192 Guide to Management Careers in the Non-
“Case Study: Robbing Peter to Pay Paul, A,” profit Sector, 199-206
193-197 Collaboration. See Bargaining strategies; Coop-
Cash flow, 187 eration; Joint ventures; Public sector
Catholic Church, 77-78. See also Churches; College Board, 210
Religious organizations College Settlement Association (CSA), 132
Central Europe, 311 Colleges. See Higher education
Central office. See Decentralization; Federal Commentary, 97-101, 213-218, 325-328,
system 439-443
Central plan. See Federal system; Strategic Commercial support, for voluntary organiza-
planning tions. See Corporate giving
Certification in Volunteer Administration Commercialism, of nonprofits, 382, 397. See
(CVA), 280. See also Volunteer administration also Enterprise culture; Institutionalism;
CETA funds, cutbacks in, 368, 374 Professionalization
Chalker, L., 248 Committees: and board effectiveness, 288;
Chambré, S. M., “Limits of the Workplace Anal- finance, 180, 196-197; and role of executive
ogy: Are Volunteers Unpaid Staff?” 303-309 director, 289; and volunteers, 107, 108, 110.
Changing Hats: From Social Work Practice to See also Board of directors; Volunteers
Administration, reviewed, 79-88 Common good principle, 358
450 INDEX
Common pool problem, of fundraising, 228, Cost-efficiency, and incentive-based manage-
231, 232; model of, 234-237 ment, 66
Community Action Program, 424 Council of Ministers of the Organization of
Community development, 97, 424. See also African Unity, 311-312
Human services organizations; Lewis Street Courtney, T., “A Case Study: Robbing Peter to
Center; Urban League of Rochester Pay Paul.” 193-197
Community Services Block Grant program, Cultural organizations, and planning, 157. See
368 also Arts organizations
Compensation: of nonprofit managers, 200; Current Population Survey, 209
of nurses, 3-12. See also Incentive-based
management D
Competition, as strategic style, 240-243; com-
pared with cooperation, 244-245; implica- Dance companies, government funding of,
tions of, 246-247; in voluntary organizations, 43-46. See also Arts organizations
243-246. See also Cooperation Dance Overview Panel, 50
Conference of Ministers of the Economic Com- Dance/USA, 54
mission for Africa, 312 “Data Bases in Health Care,” 89-96
Congruence theory, of motives-incentives, Data bases: about health care, 89-96; about
110-112, 119-122; study about, 112-118. higher education, 106, 207-211; about non-
See also Career professionals; Incentives; profit sector, 429-438
Motives; Volunteers Data management systems, 50. See also Spread-
Conservation organizations. See Environmen- sheet analysis
tal organizations Decentralization, 1, 71-75, 242-243; and cen-
Constitution, in federal organization, 295-296 tral office, 72-75; versus federal system, 74,
Consumer Expenditure Survey, 434 295-296, 298; strategic planning in, 298.
Contingency model, of board-executive rela- See also Federal system; Franchise system
tionship, 284 Decision making: in decentralization; 71-72;
Contracts, government. See Government fund- and funding sources, 160-161, 171-172.
ing See also Decentralization; Policy making
Cooperation: benefits of, 248-251; compared Democracy, in nonprofit management, 131,
with competition, 244-245; and large-scale 135, 137-138, 292
projects, 250; and staff incentives, 67; as Denison House (Boston), 129, 132
strategic style, 247-248, 251 Developing countries. See Third World
Cooperative Institutional Research Program, countries
209 Direct mail: and franchise fee structure, 231,
“Coping by Nonprofit Organizations During and fundraising competition, 228, 233. See
the Reagan Years,” 363-379 also Fundraising
Corporate executives: American compared Disaster relief, 73
with Japanese, 297; on boards of directors, “Distinctive competence,” 242, 243
214-215, 284; as volunteers, 107-123. See Doing Well by Doing Good: The First Complete
also Career professionals Guide to Careers in the Nonprofit Sector,
Corporate giving: of Japanese companies in reviewed, 199-206
United States, 1, 13-24; in United King- Dole, E., 79
dom, 246; in United States, 18, 80, 434. See Donations, as funding source, 165-166, 313;
also Japanese companies and uncertainty reduction, 397. See also
Corporate Philanthropy Report, 16-17 Donors; Funding; Fundraising
Corporation Income Tax Returns, 434 Donors, individual: and British voluntary orga-
Corporatism, in United Kingdom, 241 nizations, 246; and tax information, 432-433
INDEX $51
Door-to-door solicitation, and territorial restric- “Enterprise culture,” in Britain, 241, 243. See
tion, 233. See also Fundraising also Commercialism; Competition; Entrepre-
Drucker, P. F., 71-78, 137, 295-301; Managing neurism; Institutionalism
the Nonprofit Organization: Principles and Prac- Entrepreneurism, nonprofit, 230, 316, 425. See
tices, 79-88 also Franchise system
Dudley, H., 129 Environmental organizations: in Britain, 247;
and developing countries, 299; and values,
E 407, 408, 411
Environmental scan, 144, 147, 148, 157. See
Economic Recovery Tax Act (ERTA), 364 also Enrollment management, Strategic plan-
Economies of scale, and joint ventures, 249 ning
Education, professional: for executive direc- Equity, and nonprofits, 228
tors, 288, 292, 297; moral, 414-415; for vol- ERIC Clearinghouse on Higher Education, 208
unteer administrators, 271-272, 274, 276- Ethics: case study of, 419-421; and informa-
281. See also Educational Needs Survey tion sharing, 97-99; of trusteeship, 331. See
Education, public, 182. See also Higher edu- also Values
cation European Community, nonprofit sector in,
Educational Needs Survey, 275-280 314. See also International nonprofit sector
“Effective Boards: How Executive Directors European Statistical Office, 314
Define and Develop Them,” 283-293 Evaluation: and incentive-based management,
Effective Management of Volunteer Programs, The, 62-64, 66. See also Assessment; Self-assess-
303, 305 ment
Efficiency, expectations of, 80. See also Com- Evangelism, 412. See also Christian aid agen-
mercialization; Institutionalization; Profes- cies; Televangelists
sionalization Executive director, 99; attitudes of, 292; and
Egalitarianism, and volunteers, 259. See also duration of service, 288; importance of, 83;
Women literature about, 426-427; and relationship
Elizabethan Statute of Charitable Uses, 354 to board, 100, 214, 283-293; training of,
Ellis, S., 305 283; and trustees, 360; and volunteers, 263,
Employees. See Personnel management, Staff 125. See also Leadership style; Management;
Empowerment, and volunteers, 265-266. See Volunteer administration
also Motivation; Volunteer administration; Executive Leadership in Nonprofit Organizations:
Volunteers New Strategies for Shaping Executive-Board
Enhancing the Volunteer Experience: New In- Dynamics, reviewed, 423-428
sights on Strengthening Volunteer Participation, Expectancy theory of motivation, 112
Learning, and Commitment, reviewed, 303- Experimentation: in federal system, 75-76; in
309 franchise system, 299-301; in management,
“Enrollment Management and Strategic Plan- 84
ning: Resolving a Classic Tension in Higher Expertise, of management, 242; and joint ven-
Education,” 143-158 tures, 250
Enrollment management, with strategic plan- Exploitation, of women volunteers, 256, 257-
ning, 105, 143-158; and budget, 153, 156- 258, 262. See also Women volunteers
157; and expansion, 149-152; integration
of, 153-157; methods of, 146-148; obstacles
of, 148-153; and personnel planning, 150-
151, 156; and resource allocation, 149-151,
154. See also Higher education; Manage- Family Service of Rochester (NY), 366, 367,
ment, Strategic planning 368-369, 370, 372-373
452 INDEX
Features: “A Case Study: Robbing Peter to Pay Ford Foundation, 201
Paul,” 193-197; “An Interview with Peter F. For-profit sector: franchises in, 224, 231;
Drucker, Clark Professor of Social Science management in, 59, 66, 229. See also Sectors
and Management, Claremont Graduate Formula funding, 38, 50-52. See also Arts orga-
School: Part 1,” 71-78; “An Interview with nizations; Funding
Peter F. Drucker, Clark Professor of Social Fostering Volunteer Programs in the Public Sec-
Science and Management, Claremont Grad- tor: Planning, Initiating, and Managing Volun-
uate School: Part 2,” 295-301; “Pat Barga’s tary Activities, reviewed, 303-309
Discovery: A Case Study,” 419-421 “Formula Funding Controversy at the National
Federal spending, reductions in, 331, 363- Endowment for the Arts, The,” 37-57
366, 368, 382; effect of on nonprofits, 365- Foundation Center, 434
369, 370-372; and funding strategies, 370- Foundations, community, 315. See also Fund-
374; and management strategies, 376-378; ers; Funding; Fundraising
and programming, 374-376; and volunteer- 4-H Clubs, 119, 257
ism, 305, 306, 311. See also Government France: and national community foundation,
funding; Public sector 315; and nonprofit sector, 314, 316, 318;
Federal system, 1, 74-78; 295-299; central and volunteerism, 311, 313. See also Johns
office in, 74-75, 296-299; constitution in, Hopkins Comparative Nonprofit Sector
295-296; versus decentralization, 74, 295- Project
296, 298; examples of, 76-78; governance Franchise system, for nonprofits, 223-38,
of, 296-298; innovation in, 75-76, 78; local 298-301; and capital access, 228-229;
units in, 76; strategic planning in, 298. See examples of, 225; compared with for-prof-
also Decentralization; Franchise system its, 226; functions of, 224-226; and fun-
Federated nonprofit organization. See Federal draising competition, 227-228; and in-
system ternational work, 299; and management,
Fees: in federal system, 297; franchise affiliate, 226-233; monitoring of, 233-234; and per-
225, 228-229, 231-233; for service, 163- sonnel, 229-230; prevalence of, 226; and
165. See also Funding; Income; Revenues volunteers, 230. See also Decentralization,
Female perspective, on leadership, 85. See also Federal system
Feminist organizations; Hull House; Wom- Frohnmayer,J. , 39, 41
en volunteers From the Top Down, 305
Feminist organizations: women volunteers in, Functional analysis, 335, 346-348. See also Vol-
144-169. See also Women volunteers unteer Functions Inventory
Fiduciary relationship, 352, 357. See also Functional differentiation, 247
Trustees Funders: and grant management, 196-197;
Financial officer. See Financial reporting and nonprofit policy making, 170-171;
Financial reporting, 326-328; case study of, types of, 384-385, 388-389. See also Fund-
106, 193-197; literature about, 426 ing; Government funding; National Endow-
Fire fighting, use of volunteers for, 308 ment for the Arts; Policy making
Firestone Tire & Rubber, 17 “Funding Uncertainty and Nonprofit Strate-
Fiscal planning, role of board in, 106, 177- gies in the 1980s,” 381-401
192; and governance concepts, 181-186. Funding: of the arts, 1, 37-57; of British orga-
See also Board of directors; Budget over- nizations, 245-246, 247; and decision mak-
sight; Strategic planning ing, 160-161; of federal organizations, 297;
Fletcher, K. B., “Effective Boards: How Execu- and incentive-based management, 67-68;
tive Directors Define and Develop Them,” management of, 105-106, 159-175; net-
283-293 works of, 167-168; principles of, 47-49;
Florida Hospital Cost Containment Board, 94 restricted, 194, 195; stability of, 161, 171;
INDEX 453
study of, 161-163; and transaction costs, Gray, B. H., “Data Bases in Health Care,” 89-
171, 172; types of, 160, 163-170; uncer- 96
tainty in, 331, 381-401; unrestricted, 165. Great Britain. See United Kingdom
See also Donations; Fees; Financial report- Gronbjerg, K. A., “How Nonprofit Human Ser-
ing; Formula funding; Fundraising; Govern- vice Organizations Manage Their Funding
ment funding Sources: Key Findings and Policy Implica-
Fundraising: and board of directors, 166, 290; tions,” 159-175
and franchise fee structure, 231-232; liter- Grounded theory, 304
ature about, 426; and local competition,
227-228, 233, 234-237; effect of personnel H
treatment on, 413; and trustees, 359-360;
and volunteers, 119. See also Common pool Hamilton, A., 133
problem; Funders; Funding; Territorial re- Handy, C., 296
striction Hanks, N., 39
Hayes, F. O’R., “Improving Nonprofit Manage-
G
ment: What's New?” 423-428
General Electric (GE), 76, 298 Head Start, 76, 368
Geometric taxonomy, 200 Health Care Financing Review, 90
Germany, 312, 315, 318. See also Johns Hop- Health Care Financing Administration (HCFA),
kins Comparative Nonprofit Sector Project 90
Gies, D. L., The Nonprofit Organization: Essen- Health care organizations, 81, 89: data bases
tial Readings, 423-428 about, 89-96; and federal budget cuts, 365,
Girl Scouts of America, 72, 77, 298 366; for-profit, 93-95; and funding uncer-
Glenn,J . R., Jr., “Pat Barga’s Discovery: A Case tainty, 396; journals about, 90, 92-93; and
Study,” 419-421 organizational competition, 248; payers to,
Goodwill Industries, 224, 225 91-92: research about, 89-90; trade associ-
Governance. See Board of directors, Decen- ations for, 92. See also Anthony L. Jordan
tralization, Federal system, Franchise sys- Health Center; Hospitals; Human service
tem, Organizational theories, Policy making organizations; Nursing homes
Government. See Federal spending; Govern- Health insurance, 91-92. See also Medicare/
ment funding; Public sector Medicaid
Government funding, 203-204; and account- Heimovics, R. D., Executive Leadership in Non-
ability, 42, 46-47; of arts organizations, 37- profit Organizations: New Strategies for Shap-
57; changing nature of, 37-38, 80; during ing Executive-Board Dynamics, 423-428
Reagan years, 366, 368, 372-373; of human Henry Street Settlement (New York), 132,
service organizations, 167-170, 171; and 133-134, 136
public interest, 38-39; and uncertainty Herman, R. D., Executive Leadership in Non-
reduction, 397. See also Federal spending, profit Organizations: New Strategies for Shap-
Funding, National Endowment for the Arts ing Executive-Board Dynamics, 423-428
Gowen,J. , “Enrollment Management and Stra- Heterogeneity, and nonprofit funding, 315-
tegic Planning: Resolving a Classic Tension 316
in Higher Education,” 143-158 High School and Beyond, 208
Grant writing, literature about, 426 Higher education: associations for, 210-211;
Grants. See Block grants; Government funding and budget review, 180; data bases about,
Grass-roots involvement, in international de- 106, 207-211; and enrollment, 143-144,
velopment, 311-312. See also Christian aid and funding uncertainty, 396-397; Japa-
agencies; International nonprofit sector; nese corporate funding of, 19; publications
Third World countries; Volunteers about, 81, 211; research organizations of,
454 INDEX
Higher education (continued) Image, organizational, 242. See also Advertis-
210. See also Enrollment management; Per- ing; Mission; Reputation; Values
sonnel management “Improving Nonprofit Management: What's
Hitachi Foundation, 16, 17 New?” 423-428
Hodsoll, F., 42, 45, 46, 48-50, 51, 52, 53-54 Incentive-based management, 2, 59-69; ben-
Holland, T. P., “Self-Assessment by Nonprofit efits of, 64-66; dangers of, 60, 66-67; ele-
Boards,” 25-30 ments of, 61-64; and evaluation, 62-63;
Holtmann, A., “Why Nonprofit Nursing Homes and intrinsic motivation, 60, 65; and man-
Pay Higher Nurses’ Salaries,” 3-12 agement practices, 60-61; and organiza-
Homelessness, 408 tional objectives, 62; and organizational
Hospitals: costs of, 3; and planning, 157; sta- type, 67-68; plan for, 63-64. See also Man-
tistics about, 90, 94-95. See also Health care agement, Motivation
organizations; Nursing homes “Incentive-Based Management for Nonprofit
“How Nonprofit Human Service Organiza- Organizations,” 59-69
tions Manage Their Funding Sources: Key Incentives, to volunteers, 107-123; affiliative,
Findings and Policy Implications,” 159-175 109, 110, 113, 116; and congruence with
Hull House, 105, 125-141; activities of, 127- motives, 110-112; normative, 108-110,
128; management of, 128, 130-132 112-113, 116; rational, 109, 110, 113, 116;
Human resource management. See Personnel types of, 108-110. See also Management;
management; Staff; Volunteer administra- Motivation; Personnel management, Volun-
tion; Volunteers; Women volunteers teer administration; Volunteers
Human service organizations: and donations, Incentives-barrier model, 112
165-166; and federal budget cuts, 365, 366; Income: of board members, 289; self-gener-
and fee income, 164-165; and funding man- ated, 397. See also Fees; Funding; Revenues
agement, 159-175; and funding uncertainty, Incongruence theory, of motives-incentives,
396; and government funding, 167-170, 172; 110, 112, 119-122; study about, 112-118.
and Japanese funding, 19; revenue sources See also Career professionals; Incentives;
for, 366-369; and volunteer limitations, 308; Motivation; Volunteers
and volunteer motives, 119. See also Action Incorporation, nonprofit, 425-426
for a Better Community; Family Service of INDEPENDENT SECTOR, 67
Rochester; Health care organizations; Hull Inducements-contributions theory, 111-112
House; Lewis Street Center; Rochester Chil- Information: age of, 207; and ethics, 97-99,
dren’s Nursery; Urban League of Rochester 213-214; sharing of among nonprofits, 250.
Hungary, 318, 321. See also Johns Hopkins See also Data bases; Financial reporting
Comparative Nonprofit Sector Project Institute of Medicine (IOM), 93-95
Institutionalization, and mission, 411-412
I Integrated Postsecondary Education Data Sys-
tem, 208
IBM Japan, 15 Integrity, of organizations, 410. See also
Ideology: and board-executive relationship, Accountability; Reputation; Values
292; and volunteers, 259, 264. See also Internal Revenue Code, 426
Democracy; Feminist organizations; Values Internal Revenue Service (IRS), data from,
Idson, T., “Why Nonprofit Nursing Homes Pay 430-434
Higher Nurses’ Salaries,” 3-12 International nonprofit sector, 299, 311-324;
Ilsley, P. J., Enhancing the Volunteer Experience: consulting in, 319; data analysis of, 319-
New Insights on Strengthening Volunteer Par- 320, 321; development of, 315-317; gather-
ticipation, Learning, and Commitment, 303- ing data about, 312-314, 317, 319-322; pub-
309 lic understanding of, 316-317. See also
INDEX 455
Johns Hopkins Comparative Nonprofit Sec-
tor Project; Third World countries Kaizen, 183
International Standing Conference on Philan- Keidenran, 14-15
thropy (Interphil), 312 Kennedy, L. W., Quality Management in the Non-
Interpretation principle, 358-359 profit World: Combining Compassion and Per-
“Interview with Peter F. Drucker, Clark Profes- formance to Meet Client Needs and Improve
sor of Social Science and Management, Finances, 423-428
Claremont Graduate School: Part 1, An,” 71- Knight, L. W., “Jane Addams and Hull House:
78 Historical Lessons on Nonprofit Leader-
“Interview with Peter F. Drucker, Clark Profes- ship,” 125-141
sor of Social Science and Management, Kyocera, 19
Claremont Graduate School: Part 2, An,”
L
295-301
Italy, 316, 318. See also Johns Hopkins Com-
Laissez-faire model, of enrollment management,
parative Nonprofit Sector Project
147, 150. See also Enrollment management
Leadership: of boards of directors, 183-186;
J controlling style of, 129-130, 132, 133-134,
of executive directors, 99; in federal sys-
“Jane Addams and Hull House: Historical Les-
tems, 297; female perspective on, 85; non-
sons on Nonprofit Leadership,” 125-141
controlling style of, 128, 131, 134-135;
Japan: corporate giving in, 15; management
personality and, 132-135; transformative,
in, 297; and social welfare, 14, 318. See also
126-131; and wealth, 135-136; of women,
Japanese companies; Johns Hopkins Com-
442-443. See also Board of directors; Exec-
parative Nonprofit Sector Project
utive director; Management; Personnel man-
Japanese Center for International Exchange,
agement, Volunteer administration
17
“Leadership volunteerism,” 258-259, 262-263.
Japanese companies in the United States, cor-
See also Motivation; Volunteers
porate giving of, 13-24; approach to, 20-
Legitimation strategies, 390-398
21; controversy over, 21-22; to education,
Lewis Street Center, 366, 367, 368-369, 370,
19; and funds allocation, 18-20; and influ-
374-375
ence peddling, 21-22; levels of, 16-18;
Liebschutz, S. F., “Coping by Nonprofit Organi-
obtaining, 21; sources of, 17. See also Cor-
zations During the Reagan Years,” 363-379
porate giving; Japan
“Limits of the Workplace Analogy: Are Volun-
“Japanese Corporate Philanthropy in the
teers Unpaid Staff?” 303-309
United States,” 13-24
Lipman, S., 53
Japanese Federation of Economic Organiza-
Local operations, in nonprofit sector, 223-
tions, 14
224. See also Affiliates; Decentralization; Fed-
Jeavons, T. H., “When the Management Is the
eral system; Franchise system
Message: Relating Values to Management
Lombardo, B. J., “Japanese Corporate Philan-
Practice in Nonprofit Organizations,” 403-
thropy in the United States,” 13-24
417
Long-term planning. See Strategic planning
Johns Hopkins Comparative Nonprofit Sector
Project, 311-324 M
Joint Commission on Accreditation of Hospi-
tals, 94 McAdam, T. W., Doing Well by Doing Good: The
Joint ventures, 244, 248-251; between volun- First Complete Guide to Careers in the Non-
tary and nonvoluntary organizations, 249. profit Sector, 199-206
See also Bargaining strategies; Cooperation McDonald’s, 299, 300-301
456 INDEX
Managed systems model, 182 358-359. See also Board of directors; Trus-
Management, nonprofit: and budget, 178; and tees; Values
external context, 83; and federal budget “Missouri Compromise,” 51
cuts, 369-378; and franchises, 226-230; Modern Healthcare, 93
and governance, 181; by “groping along,” Modernism, 358-359
369-378, incentive-based, 59-69; and in- Monitoring, of local affiliates, 233-234. See
novation, 84; literature about, 79-88, 423- also Affiliates; Franchise system
428; monitoring of, 230; moral education Moore, D., 54
of, 414-415; and multiple constituencies, “Moral Responsibilities of Trustees: Some First
83; quality, 427-428; of women volunteers, Thoughts,” 351-362
259, 265. See also Enrollment management, Motivation, management, 202
Incentive-based management; Personnel Motivation, staff, 60, 65. See also Incentive-
management, Project management, Strategic based management
management; Team management; Volunteer Motivation, volunteer, 105, 107-123, 136-138,
administration 304, 331, 333-350; affiliative, 109, 110, 113,
Managing the Nonprofit Organization: Principles 115-118; career development as, 336, 337-
and Practices, reviewed, 79-88 338; congruence of with incentives, 110-
Managing Voluntary and Non-Profit Organiza- 112; guilt as, 338; measurement of, 334-340,
tions: Strategy and Structure, reviewed, 79- 342; normative, 108, 109, 110, 112-113,
88 115-118; protective, 336-337, 338; rational,
Manpower Services Commission (MSC), 245, 109, 110, 113, 115-118; self-esteem as, 337,
247 338; social approval as, 336, 338; types of,
March of Dimes, 359 108-110, 326-338; understanding as, 336;
Marin Council of Agencies, 285-292 values as, 336. See also Volunteer adminis-
Mass media solicitation, and territorial restric- tration; Volunteers; Women volunteers
tion, 233. See also Fundraising; Territorial Museums of art, 419-421; government fund-
restriction ing of, 43-46. See also Arts organizations
MediCap, 373-374
Medicare/Medicaid, 10, 89, 90, 94, 373 N
Membership organizations, compared with
value-expressive organizations, 406. See also National Academy of Sciences, 93
Associations; Values National Association for Equal Opportunity in
Merit ratings, and funding allocation, 42-46. Higher Education, 210
See also Formula funding; Funding Netional Association of State Scholarships and
Metropolitan Chicago YMCA, 284 Grant Programs, 209
Metzendorf, D., “Volunteers in Feminist Orga- National Center for Charitable Statistics, 432,
nizations,” 255-269 434
Minneapolis-St. Paul, study of nonprofits in, National Center for Education Statistics
331, 383-398 (NCES), 208
Minority administrators, 85 National Center for Health Statistics (DHHS),
Minority programs: and federal budget cuts, 91, 95
373; and Japanese corporate giving, 20 National Center for Nonprofit Boards, 285
Mission, organizational: and federal budget National Council on Higher Education Loan
cuts, 374-376, 378; and federal systems, Programs Research Network, 209
74-75; and funding management, 164, 172; National Council on the Arts, 50, 512
and incentive-based management, 61; and National Education Longitudinal Study, 209
institutionalization, 411-412; and manage- National Endowment for the Arts (NEA), 37-
ment, 80, 83, 85; and trustees, 355-357, 57; controversy in, 42-55; and formula fund-