Nonprofit Management and Leadership 1996 - 1997: Vol 7 Index

19 Pages·5.3 MB·English

VOLUME 7 INDEX
NO. 1, FALL 1996 1-116 funding mechanisms, 161-163; and legis-
NO. 2, WINTER 1996 117-232 lation, 161-162; and policy complexities,
NO. 3, SPRING 1997 233-350 156, 164-165; and public assistance/
NO. 4, SUMMER 1997 351-458 entitlements, 160; and rhetoric of scarcity,
155-165; uncertainty about services needed
A and, 159-161, 164; uncertainty about ser-
vice population size and, 159-161, 164;
Aaron Diamond Foundation, 159 unresponsiveness and, 158-159, 164. See
Absenteeism, and flexible work arrangements, also Rhetoric of scarcity
82 “AIDS Funding and the Rhetoric of Scarcity,”
Abzug, R., “The Evolution of Trusteeship in 155-167
the United States: A Roundup of Findings Alleviation, as gift predictor, 4, 10
from Six Cities,” 101-111 Altman, S. M., “Southville Jewish Community
Acceptance attribute, 57 Center, Inc.: A Case Study,” 193-196
Accountability: ambiguities of defining, 221- Altruism, 6
222; commentaries on, 113-114, 221-228: Alumni campaigns: donor behavior and, 5—
conflict-of-interest issues and, 435-438; 12; recommendations for, 11-12; task ver-
consequential, 46, 56; and exploitation sus people orientation and, 6-7, 10
of the great by the small, 225-226; ver- American Foundation for AIDS Research,
sus felt responsibility, 224; importance/ 157, 159
unimportance of, 223-224; and National American Hospital Association, 449
Endowment for the Arts decision-making American Joint Distribution Committee
mechanism, 265; and nonprofit diversity, (AJDC), 15-16
223, 224; for nonprofit versus other sec- American Nurses Association, 360
tors, 222-223; pressures for, 29-30; and American Originals Program, 260-261
private lives of nonprofit executives, in Americans and the Arts (Louis Harris), 263
case study, 435-438; and public choice Anarchy, 328, 329
theory, 225, 226-227; and public scandals, Annual giving, versus major gifts, 338-339
113-114, 308 “Anticipated Growth of Nonprofit Unionism,
Achievement-of-intended-results attribute, 57 The,” 355-371
Adler, FE, 410, 411 Appropriateness attribute, 57, 58
Administrative competence, 129 Arenas, 31-32, 37-38
Advocacy, 37; and AIDS funding, 156, 161; Arndt, M., “Corporate Political Strategy: A
and nonprofit funding uncertainties, 162 Framework for Understanding Nonprofit
AFL-CIO, 359, 360, 365 Strategy,” 29-43
AFSCME, 362, 365 Arrow impossibility theorem, 226-227
“Aggressive” strategic position, 143-145 Articles: “AIDS Funding and the Rhetoric of
AIDS funding: and advocacy, 156; historical Scarcity,” 155-167; “The Anticipated
background on, 158-159; and HIV/AIDS Growth of Nonprofit Unionism,” 355-371;
nonprofit organizations, newness of, 163; “Arts Management Cutback Strategies: A
and HIV/AIDS nonprofit sector in New Cross-Sector Analysis,” 271-290; “Board
York City, 156-158; and insecure nonprofit Practices and Board Effectiveness in Local
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 7, no. 4, Summer 1997 © Jossey-Bass Publishers
460 INDEX
Articles (continued) Australia, arts management cutback strategies
Nonprofit Organizations,” 373-385; “Com- study in, 271-286
peting Nonprofit Organizations Also Authority: corporate model of, 328, 329, 331;
Collaborate,” 15-27; “Corporate Political and nonprofit governance, 327-332; Weber's
Strategy: A Framework for Understanding typology of, 327-328, 329
Nonprofit Strategy,” 29-43; “Exploring
Structure-Effectiveness Relationships in B
Nonprofit Arts Organizations,” 119-136;
“Fairness and Reputation Effects in a Pro- Bailey and Grochau model, 139, 140
vision Point Contributions Process,” 235— Bailey House, 157
251; “Intermediary Bodies in the 1990s: Balfour, K., “Nonprofits Accommodate the In-
New Settings, Old Problems?” 169-180; formation Demands of Public and Private
“Is There an Afterlife? How Nonprofits Funders,” 45-67
Move Toward Self-Sufficiency as Founda- Basic Principles of Policy Governance (Carver
tion Dollars End,” 291-304; “Nonprofits and Carver), reviewed, 439-440
Accommodate the Information Demands BCG matrix, 139-140
of Public and Private Funders,” 45-67; Beaudet, P., “Private Lives, Public Account-
“The Performance of Performance Indica- ability: A Case Study,” 435-348
tors in the Arts,” 253-269; “Public Fund- Big Brothers/Big Sisters, 121
ing and Institutional Reorganization: Bigelow, B., “Corporate Political Strategy: A
Evidence from the Early Kindergarten Framework for Understanding Nonprofit
Movement,” 405-420; “The Relationship Strategy,” 29-43
Between Formal Planning and Perfor- Billis, D., “Editor's Notes,” 1-2, 117-118, 233-
mance in Nonprofit Organizations,” 387-— 234
403; “Strategy Formulation in Nonprofit Black philanthropy, 98-99
Social Services Organizations: A Proposed Blow, S., 410, 411, 413
Framework,” 137-153; “Why Donors Give,” Board effectiveness: assessment methods of,
3-14 377-378; board members’ perspectives on,
Arts Council of Great Britain, Incentive Fund- 383; board practices and, 373-383; CEO
ing Scheme, 257 perspectives on, 381-382; funders’ per-
“Arts Management Cutback Strategies: A spectives on, 382-383; and organizational
Cross-Sector Analysis,” 271-290 effectiveness, 374-375; social construc-
Arts organizations: Australian, 273-286; tionist perspective on, 375, 381; study of,
decline in, and funding cutbacks, 271- 376-383
273; and donors, 259; matching grants Board Overboard: Laughs and Lessons for All
programs and, 256-259; organizational but the Perfect Nonprofit (O’Connell), re-
strategies of, 272; participation studies viewed, 439-440, 442
and, 262-264; performance indicators in, Board practices: effects of, on stakeholders’
253-267; revenue sources of, 258-259, judgments of effectiveness, 381-383; pre-
278; strategic responses to cutbacks in, scriptive, 374, 379; prescriptive, and board
271-286; structure-effectiveness relation- effectiveness, 381-383; prescriptive, extent
ships in, 119-133. See also Organizational of use of, 378-380; prescriptive, and fund-
structure; Performance indicators ing environment, 380-381
“Ask” factor, 6, 12 “Board Practices and Board Effectiveness in
Aswalos House Program, 149 Local Nonprofit Organizations,” 373-385
Atlanta, boards of trustees in, 103 Boards: books about, 439-444; community
Audience surveys, 262-264 elites in, 102, 105-106, 107; conflict-of-
INDEX 461
interest issues in, case study, 435-438; British Columbia, human services organiza-
demographic diversity of, 102, 104-105, tions in, 45-66
106, 109; and evolution of trusteeship, Broadway Cares/Equity Fights AIDS, 157, 159
101-110; and executive director relations, Bronx AIDS Services, 157
193-196, 328, 330-332, 443-444; fiduciary Brotherton, M., “Private Lives, Public Ac-
responsibilities of, 441, 442; of Israeli social countability: A Case Study,” 435-348
change organizations, 91-92; literature Brown, V., Policy versus Paper Clips: Selling the
about, categories of, 439-440; and organi- Corporate Model to Your Nonprofit Board,
zational effectiveness, 374-375; organiza- reviewed, 327-332
tional mission and, 102—103, 108, 109-110; Bulletin Board, 115-116, 229-231, 349-350,
and performance reporting, 52, 53, 54—56; 455-457
policy governance model of, 440-442; prac- Bureaucracy, 407-408, 417
tices of, effectiveness of, 373-383; prescrip-
tive practices for, 374, 379; prescriptive C
practices for, and board effectiveness, 381;
prescriptive practices for, extent of use of, California, AIDS funding in, 159
378-380; prescriptive practices for, and California Franchise Tax Board, 451
funding environment, 380-381; regional California Nonprofit Database (CND) Project,
differences and, 102, 108, 109-110; respon- 447-453; access to, 452-453; costs of, 453;
sibilities of, 373-374, 440-441, 442-443; data included in, 449-450; data quality
standards for, 373-374; and strategic plan- assurance for, 451-452; data sources for,
ning, 387, 389, 394-399; variability of, 450-451; funding of, 453; hardware/soft-
110-111. See also Executive Committee; ware for, 453; organization categorization
Strategic planning committee; Trusteeship in, 448-449; organizations included in,
Boards That Make a Difference: A New Design 448; purpose of, 447; report of, 447; struc-
for Leadership in Nonprofit and Public Orga- ture of, 452; use of, 452-453
nizations (Carver), 440, 441, 445 California Registry of Charitable Trusts (RCT)
Body Positive, 157 codes/data, 448, 449, 450, 453
Boelte, M., 409, 410 California Secretary of State (SoS) codes/data,
Bolshaya Semya group, 427 448, 450, 453
Book Reviews: “The Dilemmas of Authority Canadian Comprehensive Auditing Founda-
in the Management of Nonprofit Organi- tion (CCAF), 46, 52, 54, 57
zations,” 327-332; “Economics for Non- Capacity Building Center for Social Change
profit Management and the Charitable Tax Organizations (SHATIL), 87-93
Exemption,” 197—201; “Foundations and Capital Mental Health Association, 48-49
Philanthropy: More Probings of Different Caring for People: Community Care in the Next
Parts of the Elephant?” 95-99; “Three Decade and Beyond (Department of Health,
Booklets and Three Books on Nonprofit Britain), 170
Boards and Governance,” 439-445 Carson, E. D., A Hand Up: Black Philanthropy
Boston, boards of trustees in, 103 and Self-Help in America, 95-99
Boston YWCA, 149-150 Carver, J., Basic Principles of Policy Gover-
Bradshaw, P., “The Dilemmas of Authority in nance, 439-440; Three Steps to Fiduciary
the Management of Nonprofit Organiza- Responsibility, 439-440, 441; Your Roles and
tions,” 327-332 Responsibilities as a Board Member, 439-441
Bragg, D., “Nonprofits Accommodate the In- Carver, M. M.., Basic Principles of Policy Gov-
formation Demands of Public and Private ernance, 439-440; Your Roles and Responsi-
Funders,” 45-67 bilities as a Board Member, 439-441
462 INDEX
CarverGuide Series on Effective Board Gov- 299; and intermediary bodies, 169-178;
ernance, reviewed, 439-442 among nonprofit organizations, 15-25, 34.
Cause: belief in, as donor motive, 4, 6, 340- See also Cooperation; Intermediary bodies
340; and donor behavior, 4—5, 9-10 Colombo, J. D., Charitable Tax Exemption,
Census of Services Industries (CSI), 449 The, reviewed, 197-201
Centralization, 121 Colwell, M. A., Private Foundations and Pub-
Chambré, S. M., “AIDS Funding and the Rhet- lic Policy: The Political Role of Philanthropy,
oric of Scarcity,” 155-167 95-99
Charismatic authority, 328, 329 “Combine” strategic position, 146
Charitable Tax Exemption, The (Colombo and Commemoration, as donor motive, 4, 6, 7-8
Hall), reviewed, 197-201 Commentary, 113-114, 221-228
Charitable trusts, 227 Commercialization cutback strategies, among
Chief executive officers (CEOs): and author- arts organizations, 278, 284
ity, 328-329; perspectives of, on board Commitment: to decision-making structure,
practices and effectiveness, 381-382. See and performance, 131, 132-133; employee,
also Executive directors in nonprofit versus other sectors, 70-71
Child care, and flexible work arrangements, Committees, influence of, in performing arts
71, 80-81 organizations, 124-125
Child Care Program (Boston YWCA), 149 Community-based organizational change,
Children’s Fund, 426, 427 298
Choruses, 125. See also Performing arts orga- Community benefit theory of nonprofit tax
nizations exemption, 200-201
CIVICUS, 317-326; board of, 319-320, 322; Community elites, in boards of trustees, 102,
and civil society, 317-318, 324-326; cul- 105-106, 107
tural diversity and, 322-323; future of, Community health center, 38
324; global challenges of, 319-320, 322- “Competing Nonprofit Organizations Also
324; leadership of, 322; members of, 319; Collaborate,” 15-27
members of, benefits to, 321-322; as a Competition: as donor motive, 4, 6; in non-
membership organization, 318-319; mis- profit environment, 29-30; among organi-
sion of, 317; and parochialism, 324; pro- zations, and cooperation, 17-18, 23-24;
jects of, 322; regional conveners of, 320; tactics of, 31, 32. See also Cooperation
regional versus global orientation of, 323- Competitive position: assessment form for,
324; revenue sources of, 320-321; secre- 148; in nonprofit strategy selection matrix,
tariat of, 323-324 141-151
Civil service systems, 360-361 Competitive strategy, 30; versus corporate
Civil society: defined, 317-318; global asso- political strategy, 32, 39
ciation for, 317-326; global vision for, Comprehensive AIDS Resources Emergency
324-326. See also CIVICUS; Nonprofit Act, 162
sector Compressed work week, 69; defined, 70;
Classification systems: and defining the pub- extent of, 74, 76, 77; weekend, 73, 83. See
lic sector, 203-215; in state nonprofit data also Flexible work arrangements
bases, 448-449 Computer-based information systems, 48. See
Cleveland, boards of trustees in, 103 also Management information systems
Clients, and performance reporting, 54, 55 Concert organizations, 125, 127, 130-131.
Cnaan, R. A., 221-225 See also Arts organizations; Performing arts
Coalitions, 31, 36. See also Cooperation; Cor- organizations
porate political strategy Conflict-of-interest issues, in case study, 435-
Collaboration: as continuation strategy, 298— 438
INDEX 463
“Consequence” news value, 184, 185 Corporate management model, 328, 329, 331
Consequential accountability, 46, 56 Corporate philanthropy: and cultural indica-
Constituency building, 31. See also Corporate tors, 264; versus individual giving, 3
political strategy Corporate political strategy, 29-39; charac-
Constituent/colleague contact, 35 teristics of, 30-32; and environment,
Constituent satisfaction, 122, 128, 129 29-30, 32-33, 38-39; funders and, 33,
Consultants, for strategic planning, 389-390, 34-36; interorganizational networks and,
396, 397, 399 34, 36; literature review and, 33-36; and
Contingent workers, unionization of, 362- nonprofit environment, 29-30, 32-33. See
363, 366-367 also Cooperation
Continuation strategies: cultural differences “Corporate Political Strategy: A Framework
and, 302; for demonstration health care for Understanding Nonprofit Strategy,”
projects, 291-303; factors in successful, 29-43
299-303; project dissemination/support Cost-benefit analysis, 198
and, 302; project management/integration Cost reduction strategies, among arts organi-
and, 301-302; project organization/design zations, 278, 280-281
and, 301; project selection and, 300; tran- Costs-and-productivity attribute, 57
sition planning/reporting and, 300-301; Council on Foundations, 317; Evaluation for
types of, 297-299 Foundations: Concepts, Cases, Guidelines,
Continuum of major gifts, 335-336 and Resources (reviewed), 95-99
Conveners, and organizational cooperation, Councils for Voluntary Service (CVSs), 170-
19, 21, 22-23, 24-25 178; Wirral Council example of, 173-176.
Cook, W. B., “Surveying the Major Gifts Lit- See also Intermediary bodies
erature: Observations and Reflections,” Crisis, and formal strategic planning, 390,
333-347 393, 394, 396-398
Cooper, S., 410 Cross-fertilizing projects, 299
Cooperation: and competition, 17-18, 23-24; Cultivation cycle, 335-336
convener involvement in, 19, 21, 22-23, Cultural indicators, 255-259, 262-264
24-25; as cutback management strategy, Cultural organizations. See Arts organiza-
282-283; defined, 16; and independence, tions
17, 18, 20, 21, 23; and mistrust, 24; among Cultures of trusteeship, 102-103, 107-109
nonprofit organizations, 15-25; organiza- Cutback management strategies: and arts
tional characteristics affecting, 17; and organization financial decline, 271-273;
organizational domain, 19, 20-22; and commercialization, 278, 284; cooperative,
partner effectiveness, 19, 21, 22, 24; price 278, 282-283; cost reduction, 278, 280-
of, 16-17; research study on, 19-23; among 281; political, 278, 281-282; refinancing,
United Way membership associations, 308. 278, 283-284; relocation, 278, 284-285;
See also Corporate political strategy; Inter- and strategic choice, 286; study of, among
mediary bodies Australian arts organizations, 273-286;
Cooperative cutback strategies, among arts types of, 278, 279, 280
organizations, 278, 282-283 Cutbacks: and British voluntary sector, 169;
Co-optation, 31, 34, 36. See also Corporate continuation strategies and, 291-292; and
political strategy rise of voluntary contribution mechanisms,
Coordinating bodies. See Intermediary bodies 235-236; strategic responses to, in arts or-
“Coordinating” organizational type, effec- ganizations, 271-286
tiveness of, 127, 130 Cutt, J., “Nonprofits Accommodate the In-
Coordination, 171-172 formation Demands of Public and Private
Corcoran Gallery, 443 Funders,” 45-67
D of, 11; versus members, 307; motives of,
3-14, 339-342; versus nondonors, 8; past
Daniels, S., “Foundations and Philanthropy: behavior of, 11, 12; and performance indi-
More cators, 259; and prestige of institution,
Probings of Different Parts of the Elephant?” 339-340, 341; relations with, 336, 344;
95-99 task versus people orientation of, 6-7, 10;
Data bases. See State nonprofit data bases sociodemographics of, 8-9. See also Giv-
Decentralization, 121 ing, individual
Decision-making structures, in performing Downsizing: as cutback management strategy,
arts organizations, 124-128. See also Orga- 279, 283; and turnaround strategic posi-
nizational structure tion, 144
Deliberate harvest, 146
Democracy, and global civil society, 325-326 E
Demonstration health care projects, 291-292;
continuation strategies for, 297-303; end Eastern/central Europe, and global civil soci-
of, clinicians’ perspectives on, 295-296; ety, 324-325
end of, managers’ perspectives on, 297- Ecological Initiative, Voronezh, 428
299; of John A. Hartford Foundation’s Economic analysis: of charitable tax exemp-
Generalist Physician Initiative, 292-299. tion, 198—199; for nonprofit management,
See also Continuation strategies 197-198
DePaul Health Center, unionization at, 358 “Economics for Nonprofit Management and
Des Moines Register, 183 the Charitable Tax Exemption,” 197-201
Design Industry Foundation for AIDS (DIFFA), Economics for Nonprofit Managers (Young and
157, 159 Steinberg), reviewed, 197-201
Developmental disabilities (DD) organiza- Editor’s Notes, 1-2, 117-118, 233-234, 351-
tions, 376-377, 380-381. See also Social 353
services organizations Educational institutions: assimilation of non-
Dictatorship, 227 profit into public, 405-418; donor behav-
Diffusion, 121, 125, 126-127 ior and, 5—12. See also Higher educational
“Dilemmas of Authority in the Management institutions; Kindergarten movement; Pre-
of Nonprofit Organizations, The,” 327-332 school education
Directorial organizations, 127, 130 Effectiveness. See Board effectiveness; Orga-
Disabilities services, Russian, 426-427. See nizational effectiveness
also Developmental disabilities (DD) orga- “Effects of Flexible Work Arrangements,
nizations The,” 69-86
Dispersion, measures of, 261 Efficiency, 32, 39
Diversity: in boards of trustees, 102, 104-106, Elderly, primary care of, 292-299
109; and global civil society organization, Elites: as major donors, 341; as trustees, 102,
322-323; of nonprofit organizations, 223, 105-106, 107
224 Emergent harvest, 146
Donations: and donative theory of nonprofit Employees, nonprofit, characteristics of, 70-
tax exemption, 199-201; price elasticity of, 71, 363. See also Flexible work arrange-
200; size of, predictors of, 8-11. See also ments; Unionism
Major gifts England, intermediary bodies in, 169-178.
Donative theory of nonprofit tax exemption, See also Intermediary bodies
199-201 Entrepreneurial-commercial organizations, 391
Donors: and fundraising leadership, 343-344; Entrusted: The Moral Responsibilities of Trustee-
major gift, focusing on, 337-339; means ship (Smith), reviewed, 439-440, 442-443
INDEX 465
Equity, and provision point mechanisms, Financial accounting, 46
238-239, 246-250 Financial history, and formal strategic plan-
Esquimalt Neighbourhood House, 49 ning, 390, 393, 394, 396-398
Evaluation: for foundations, 96-97; organi- Financial performance measures, 393-394
zational effectiveness, 121-122, 128-131. Financial ratio analysis, 46
statistical indicators for, in arts/cultural Financial results, 57
organizations, 259-261 Financial statement, 46
Evaluation for Foundations: Concepts, Cases, Financial strength measures, 128-130
Guidelines, and Resources (Council on Foun- Flexible work arrangements, 69-85; costs of,
dations), reviewed, 95—99 83; defined, 69; effective, factors of, 83-84;
“Evolution of Trusteeship in the United States, effectiveness of, 82-83; and employee
The: A Roundup of Findings from Six needs, 72, 73, 78, 80; extent of, 71-72, 74-
Cities,” 101-111 78; fairness in, 81, 83-84; future of, 84-85;
Executive committee: in case study, 194-195; management approaches to, 81-82; man-
for strategic planning, 389, 396, 397, 399 agement support for, 81-82, 83-84; and
Executive directors (EDs): and authority, nature of nonprofit employees, 70-71;
328-329; and board relations, 193-196, and nature of nonprofit organizations, 70;
328, 330-332, 443-444; forced retirement reasons for, 78, 80; study of, among Illinois
of, in case study, 193-196; leadership of, nonprofits, 72-84; types of, defined, 70,
330-332; and performance reporting, 47, 73; users of, 80-82; written policies for,
52, 53, 54-56, 59. See also Chief executive extent of, 78, 79, 80
officers Flextime, 69; defined, 70; extent of, 72, 74,
Executive Order 10988, 361 76, 77-78. See also Flexible work arrange-
“Expansion” strategic position, 144, 145 ments
Exploitation, and nonprofit accountability, Flexyear arrangements, 73, 82-83. See also
225-226 Flexible work arrangements
“Exploring Structure-Effectiveness Relation- Florida, AIDS funding in, 159
ships in Nonprofit Arts Organizations,” Foreground and background activities, 335-
119-136 336
External change agents. See Conveners Formal planning. See Strategic planning
External environment assessment, in non- Foundations: and AIDS funding, 158, 159;
profit strategy selection matrix, 141-151 demonstration projects of, continuation
strategies for, 291-303; evaluation for,
F 95-96; and public policy, 97-98
Fram, E., High-Performance Nonprofit, The: A
“Fairness and Reputation Effects in a Provi- Management Guide for Boards and Execu-
sion Point tives, reviewed, 327-332; Policy versus
Contributions Process,” 235-251 Paper Clips: Selling the Corporate Model to
Features: “An Interview with Miklos Mar- Your Nonprofit Board, reviewed, 327-332
schall,” 317-326; “An Interview with Sari Free-riding, 225, 236; effects of provision
Revkin,” 87-93; “Private Lives, Public Ac- point mechanism on, 237, 238, 240, 246,
countability: A Case Study,” 435-348; 248-249, 250
“Southville Jewish Community Center, Freedom-of-information legislation, Israeli,
Inc.: A Case Study,” 193-196 87-88
Felt responsibility, 224 Froebel, F, 409, 410, 413, 416
Festival organizations, 125—126, 130-131. See From the Field: “The Effects of Flexible Work
also Arts organizations; Performing arts Arrangements,” 69-86; “The News Value
organizations of Nonprofit Organizations and Issues,”
466 INDEX
From the Field (continued) ical strategy, 35-36; for health care ser-
181-192; “Remissioning Nonprofits: Two vices, 358-360. See also Public sector
Case Studies of Membership Associations,” Government funding: and corporate political
305-316; “Society in Motion: Russia's strategy, 35-56, 37; and cultural indicators,
Emerging Voluntary Sector,” 421-432 262-263; and HIV/AIDS epidemic, 158-
Fund for Mercy and Health, 426, 427, 428 159, 161-163; and institutional reor-
Funders: demands of, and corporate political ganization, 405-418; matching grants
strategy, 33, 34-37; demands of, and per- programs of, 256-259; and performance
formance reporting, 45-46, 53, 54-56; of indicators in arts/cultural organizations,
HIV/AIDS services, 156-157, 158-159; per- 254-255, 256-258, 262-263, 266-267; for
spectives of, on board practices/effective- preschools, 406, 418; program-oriented
ness, 382-383. See also AIDS funding; approach to, 162-163; and United Way
Donors; Foundations; Government funding membership associations, 308-309. See
Funding: arts, turbulence in, 271-272; meth- also Cutbacks; Public sector
ods of, and insecurity, 161-163; short- Governmental voting rule, 226-227
term, and gaining self-sufficiency, 291- Grass-roots organizations: effectiveness of,
303; types of, and board practices, 380- 130; influence configuration in, 127; Israeli,
381. See also AIDS funding 89-93; Russian, after Glasnost, 423-425,
Fundraising: continuum (“Five I's”) model of, 426, 429; Russian, before Glasnost, 422-
335-336; costs of, and tax exemptions, 423
199; as donor relations, 336; leadership Green Choice Program, 237
and, 343-344; major gift, literature survey Grief process, at end of demonstration project
of, 333-344; major gift focus in, 337-339; grant, 296-297
models of, 333-336; organizational pre- Grounded theory research, 123
requisites for, 342-343; ROPES typology Grubber and Mohr model, 140
of, 336; social exchange models of, 343-
344; two-way symmetrical model of, 334 H
G Hall, M. A., Charitable Tax Exemption, The,
reviewed,
Gay Men's Health Crisis (GMHC), 157, 163 197-201
GE/McKinsey planning grid, 139, 141 Hand Up, A: Black Philanthropy and Self-Help
Gender: and flexible work arrangements, in America (Carson), reviewed, 95-99
80-81; and nonprofit employees, 70, 71, Harris, M., “Editor’s Notes,” 351-353
363; and nonprofit power structure, 363; Harris, W. T., 414
and trusteeship, 104, 105, 108-109 “Harvest” strategic position, 146
Generalist Physician Initiative, 292-299 Hatten and Hatten model, 139-140
Gift size, predictors of, 8-11 Health and welfare (H&W) organizations,
Ginter, Duncan, Capper, and Rowe model, 376-377, 380-381. See also Health care
139, 140 organizations; Social service organiza-
Giving, individual: versus corporate, 3; models tions
of, 4-12; as percentage of personal spending, Health belief model, 4-5; versus empirically
3; predictors of, 4-12. See also Donors based model of personal donorship, 9-11
Global civil society organization. See CIVICUS Health care organizations: demonstration, con-
Goal attainment effectiveness, 122, 128, 129 tinuation strategies of, 297-303; managed
God's Love We Deliver, 157 care, and unionism, 358—360
Gorbachev, M., 423, 424 Health care workers, and unionism, 358-360,
Government contracting: and corporate polit- 363-364
INDEX 467
Health fitness facility, 150 Institutional organizations, 127, 130
Heimovics, R. D., “Board Practices and Board Institutional reorganization, public funding
Effectiveness in Local Nonprofit Organiza- and, 405-418
tions,” 373-385 Interest-based communities, 226
Herman, R. D., “Board Practices and Board Intermediary bodies (IBs), 169-178; devel-
Effectiveness in Local Nonprofit Organiza- opment work of, 174, 177-178; historical
tions,” 373-385 background on, 170-171; intermediary
High-Performance Nonprofit, The: A Manage- work of, 174-175, 177-178; management
ment Guide for Boards and Executives (Fram styles of, 172-173; organizational issues
and Pearce), reviewed, 327—332 for, 171-173, 176-178; and pluralism, 171-
Higher education institutions: flexible work 172, 178; satisfaction with, 175-176, 177;
arrangements in, 71-72, 73, 75; and major Wirral Council example of, 173-176
gifts, 336-337, 339 “Intermediary Bodies in the 1990s: New Set-
Hohl, K. L., “The Effects of Flexible Work Ar- tings, Old Problems?” 169-180
rangements,” 69-86 Internal process effectiveness, 122, 128, 129
Hospitals: flexible work arrangements in, 72, Internal Revenue Code (IRC), Section 501(c),
73, 75, 77; unionism and, 364 448
Housing Works, 157 Internal Revenue Service activity codes, 448,
“Human interest” news value, 184, 186 449
Human resources management policies, 368 Internal Revenue Service Form 990 data, 449,
450, 451
I International Brotherhood of the Teamsters,
364-365, 366
Illinois nonprofits, flexible work arrangements “Interview with Miklos Marschall, An,” 317-
among, 72-84 326
Indecisive organizational type, 128, 130, 132 “Interview with Sari Revkin, An,” 87-93
Independence, and cooperation, 17, 18, 20, Intrusiveness, funder, 33, 34-37
21, 23. See also Cooperation Involvement, as gift predictor, 4, 9-11
Independent contractors, and unionization, lowa City Press Citizen, 183
367 “Is There an Afterlife? How Nonprofits Move
INDEPENDENT SECTOR, 317 Toward Self-Sufficiency as Foundation Dol-
Individual philanthropy, 3-14. See also Do- lars End,” 291-304
nors; Giving, individual Israel: nonprofit collaboration in, 15-25; non-
Induced valuation, 240 profit training/consulting organization
Influence within organizations: configura- (SHATIL) in, 87-93
tions of, 120-121, 126-128; configurations Israeli Voluntary Center (IVC), 15-16
of, effectiveness of, 128-133; diffusion of, Issues: and corporate political strategy, 37; life
126-127; dimensions of, 120-121, 126- cycle of, 31, 32
128; distribution of, 121, 124-126
Information and referral services human ser- J
vices organization codes, 448
Information reporting. See Performance re- Jeavons’s framework, 406-408, 415-418
porting Jerry Lewis Telethon, 236, 237
Information sharing, modes of, in provision Jewish Community Center (JCC), Southville,
point mechanisms, 243-250 Georgia, 193-196
Institute for Nonprofit Organization Manage- Job sharing: costs of, 83; defined, 70; extent
ment, University of San Francisco, 447, of, 74, 76, 77. See also Flexible work ar-
452 rangements
468 INDEX
John A. Hartford Foundation, Generalist Library science employees, unionization of,
Physician Initiation, 292-299 361-362
Joint appointments: defined, 70; effectiveness Life cycle, organizational, in social services
of, 82-83; extent of, 76, 77. See also Flex- organizations, 138, 139
ible work arrangements Life-stages, human: and flexible work ar-
Joy of giving, 6, 7, 8, 10, 12 rangements, 80-81; and nonprofit employ-
ees, 71
K Longwood College, 240-243
Los Angeles, boards of trustees in, 103
Kansas City-area local nonprofit organiza- Louis Harris participation surveys, 263
tions, in board
effectiveness study, 376-383 M
Kindergarten movement, 405-406; compre-
hensive services of, 411-412; growth of, Major gifts: versus annual giving, 338-339;
407; history of, 409-414; and nonprofit focus on, 337-338; fundraising models for,
versus public kindergartens compared, 333-336; and institutional quality, 339-
415; public funding of, 412-414; transfor- 340; literature survey of, 333-344; motives
mation of, under public school system, for giving, 339-342; organizational pre-
414-417 requisites for, 342-343; significance of,
Kingma, B. R., “Economics for Nonprofit Man- 336-338; typical recipients of, 339. See
agement and the Charitable Tax Exemp- also Donations
tion,” 197-201 Managed care, and unionism, 358-360
Kuechle,J. , “Private Lives, Public Account- Management: economic analysis for, 197-
ability: A Case Study,” 435-348 198; leadership guides for, 330-332
Kushner, R. J., “Exploring Structure-Effec- Management control model, and performance
tiveness Relationships in Nonprofit Arts reporting, 46-47, 49, 52-59
Organizations,” 119-136 Management-direction attribute, 57, 58
Management information systems, 47-48
L Mann, H., 411
Marenholtz-Bulow, Baroness, 409, 410
Laboratory experimentation, 239-240; in pro- Marginal analysis, 198
vision point Market pluralism, 170
mechanism study, 240-243 Market sector, defining of, and other sectors,
LansleyJ,. , “Intermediary Bodies in the 1990s: 210-214. See also Private sector
New Settings, Old Problems?” 169-180 Marketing model, 49
Largesse, predictors of, 8-11 Marks, M. B., “Fairness and Reputation Effects
Latin America, and global civil society, 325 in a Provision Point Contributions Process,”
Leadership: of executive directors, 330-332; 235-251
for major gift fundraising, 343-344 Marschall, M., interviewed, 317-326
Leat, D., 113-114 Martens, T. A., “The News Value of Nonprofit
Legitimacy, and corporate political strategy, Organizations and Issues,” 181-192
32-33, 34, 35 Marwedel, E., 409, 410, 411
Leitch, D., “Society in Motion: Russia's Emerg- Matching grants programs, for arts/cultural
ing Voluntary Sector,” 421-432 organizations, 256-259
“Lend a Hand Children’s Services” case study, Meals on Wheels, 49, 121
435-438 Media: and HIV/AIDS epidemic, 158; news-
Leveraging strategy, 297 paper versus other, 190; and nonprofit