Nonprofit Management and Leadership 1998 - 1999: Vol 9 Index

25 Pages·6.3 MB·English

VOLUME 9 INDEX
NO. 1, FALL 1998 1-118 AIDS volunteers: job satisfaction and reten-
NO. 2, WINTER 1998 119-226 tion of, 8; motivations of, 7
NO. 3, SPRING 1999 227-343 Albemarle Area United Way, 300
NO. 4, SUMMER 1999 345-461 Alcoholics Anonymous, 443, 446, 447
Allerton Conference Center, 417
A Alliances: nongovernmental organization, 92;
strategic, 111-115
Abuses. See Fundraising abuse; Scandals Altered consciousness, 450
Accountability: books about, 120, 205-210; Alternative trading organizations (ATOs),
comprehensive auditing for, 205-208, 138-139; in Body Shop fair trade partner-
209-210; computer use and, 399-400; def- ship, 142-144
initions of, 205, 208; environment of, 73; Altruistic motivation, volunteer, 5, 6, 8, 9,
explicit and implicit standards for, 209; 14-19; measures of, 12
nongovernmental organization perfor- “Altruists or Egoists? Retention in Stipended
mance and, 95-96; organizational effec- Service,” 3-21
tiveness and, 207; profit/nonprofit tensions Alumni perceptions of nonprofit management
and, 120; reporting, 207; strategic man- education programs, 228, 332-337
agement approach to, 208-209; structure Ambiguity: concepts of, 146; management of,
of, 68 146-148
Accountability cube, 208-209 America’s Promise: The Alliance for Youth,
“Accountability in Nonprofit Organizations,” 389-394
205-210 AmeriCorps,4 , 8-19; stipended volunteer
Accountability, Performance Reporting, Com- retention at, 8-19; surveyed members of,
prehensive Audit: An Integrated Perspective 9-11; volunteer stipends at, 5, 16
(LeClerc, Moynagh, Boisclair, Hanson), Analytical competencies of boards, 122;
reviewed, 205, 208, 209-210 development of, 125-133
Accountants, nonprofit comprehensive audit Andreasen, A. R., Marketing Social Change:
guide for, 205-208 Changing Behavior to Promote Health, Social
“Achieving Growth and High Quality by Development, and the Environment,
Strategic Intent,” 413-428 reviewed, 323-324, 326-327
Acquisitions, strategic alliance and, 111, 112, Apollo program, 415
114-115 Articles: “Altruists or Egoists? Retention in
Action Aid, 145 Stipended Service,” 3-21; “Business Lead-
Administrative complexity: collaboration and, ers and Nonprofits,” 39-51; “The Deci-
68; service area decision-making context sion-Making Context and Its Impact on
and, 55, 62-64, 66-67 Local Human Service Nonprofits,” 53-69;
Advocacy: nonprofit organization, attempts “Effective Ministerial Leadership,”
to curb, 303-305; self-help grassroots asso- 229-239; “The Influence of Ethical Rea-
ciation, 449 soning on Leader Effectiveness: An Empir-
Aeolus, 310 ical Study of Nonprofit Executives,”
Affective issues, board development and, 173-186; “Leaders’ Attitudes and Com-
125-133 puter Use in Religious Congregations,”
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 9, no. 4, Summer 1999 © Jossey-Bass Publishers 463
464 INDEX
Articles (continued) pant satisfaction, 418-419, 420, 423-426;
399-412; “Neighborhood-Based Services: of strength of network ties, 168-169
Organizational Change and Integration Association of Researchers on Nonprofit
Prospects,” 261-276; “Nongovernmental Organizations and Voluntary Action
Organizations, Business, and the Manage- (ARNOVA), 101
ment of Ambiguity,” 135-151; “Nonprofit At-risk-youth issues, Presidents’ Summit on
Organizational Effectiveness: Contrasts America’s Future strategy for, 387-388
Between Especially Effective and Less Auditing: accountability, 209; comprehensive,
Effective Organizations,” 23-38; “The Per- 205-208, 209-210; financial, 207-208;
ils of Practice: Reaching the Summit,” performance, 206; results-based, 208
385-398; “Reforming Property. Tax Austin, J. E., “Business Leaders and Nonprof-
Exemption Policy in the Nonprofit Sector: its,” 39-51
Commercialism, Collective Goods, and the Autonomy: of local nonprofits, impact of
Donative Theory,” 241-259; “Requisite external actors on, 55, 59, 64-65, 66-67;
Variety of Strategic Management Modes: A of self-help grassroots associations, 449
Cultural Study of Strategic Actions in a
Deterministic Environment,” 277-291; B
“The Strength of Strong and Weak Ties:
Building Social Capital for the Formation Bangladesh, fair trade partnership in, 136,
and Governance of Civil Society Resource 142-144, 147-148
Organizations,” 153-171; “Strengthening Baselines, 424
Board Performance: Findings and Lessons Baxendell,J. , 306
from Demonstration Projects,” 121-134; Behavioral event interviews, 230
“Using Suggested Contributions in Ben and Jerry's, 138
Fundraising for Public Good: An Experi- Berlinger, L. R., “Leaders’ Attitudes and Com-
mental Investigation of the Provision Point puter Use in Religious Congregations,”
Mechanism,” 369-384; “Volunteer Partic- 399-412
ipation and Withdrawal: A Psychological Beyond the Magic Bullet: NGO Peformance and
Contract Perspective on the Role of Expec- Accountability in the Post-Cold War World
tations and Organizational Support,” (Edwards and Hulme), reviewed, 95-96
349-367 Bielefeld, W., “The Decision-Making Context
Arts, culture, and humanities organizations: and Its Impact on Local Human Service
business leader involvement in, 41-42; Nonprofits,” 53-69
donative theory/property tax exemption Big Brothers Big Sisters of America, 394-395
and, 249-257; value ratios of donations to Big hairy audacious goals, 415-416. See also
volunteers in, 248-249 Stretch goals
Ashby’s law of requisite variety, 279, 288-289 Block grants, 296, 297
Ashman, D., “The Strength of Strong and Block, S. R., Perfect Nonprofit Boards: Myths,
Weak Ties: Building Social Capital for the Paradoxes, and Paradigms, reviewed, 435,
Formation and Governance of Civil Soci- 437-439, 441
ety Resource Organizations,” 153-171 Blue Cross/Blue Shield conversions, 308
Aspen Institute, 56 Boards, 319-321; benefits to, of business
Aspiration misfit, 414-416. See also Strategic leader involvement, 45-47; books about,
intent 345-346; business leader involvement in,
Assessment: for board development, 129; of 39-50; business leaders and decision mak-
ministerial leadership, 230-232; of moral ing in, 49-50; marketplace for membership
reasoning, 177-178; of nonprofit manage- on, 43-45; matchmaking for membership
ment degree programs, 336-337; partici- on, 44-45; recruitment for, 49; serving on
INDEX 465
many versus fewer, 319-320; size of, and Board Self-Assessment Questionnaire (BSAQ),
level of involvement in, 48 123-124, 129
Board-centered leadership model, 438 Boards That Make a Difference: A New Design
Board chair, 436 for Leadership in Nonprofit and Public Orga-
Board committees: efficiency of, 48; restruc- nizations (Carver), reviewed, 435,
turing, 150-131 436-437, 441
Board development, 123-133, 320-321, 436, The Body Shop: Community Trade program
439; action plans for, 125, 129; affective of, 139-149; criticisms of, 140; fair trade
versus instrumental issues in, 125-133; partnerships of, 136, 138, 139-149; Hand-
assessment for, 129; barriers to, 128-129; icrafts Organization (Bangladesh) partner-
behavioral versus personality change in, ship with, 142-144, 147-148, 149; Paper
129-130; collaborative and peer learning Company (Nepal) partnership with,
in, 126; commitment to, 129; competen- 140-142, 147, 148, 149; social audit
cies targeted for, 122-123; cyclical model process of, 147; Social Audit publication
of, 440; impact of, on board performance, of, 140
119, 121-133; instrumental versus affec- Boisclair, J.-P., Accountability, Performance
tive issues in, 125-133; interventions for, Reporting, Comprehensive Audit: An Inte-
125-126; as long-term process, 129, 130; grated Perspective, reviewed, 205, 208,
recommendations for, 128-132; research 209-210
literature on, 122; retreats for, 130; study Book Reviews: “Accountability in Nonprofit
of, methodology and participants, 123-124 Organizations,” 205-210; “Four Books on
Board effectiveness, 319; competencies for, Nonprofit Boards and Governance,”
121-123; measures of, 30, 123-124; orga- 435-441; “The Fuss About NGOs—Are
nizational effectiveness and, 1, 27, 29-30, They Worth It?”, 95-97; “Nonprofit and
31-33; as social construction, 29-30 Social Marketing,” 323-328
Board-executive relationship, 437-441 Boston Community Loan Fund (BCLF) Ven-
Board governance: books about, 435-441; tures, 189, 193, 196, 197, 198
CEO primacy in, 437-438; conjoint-direc- Boundary spanning: measures of, 59; service
torship model of, 437-439; models of, area decision-making contexts and, 54-55,
435-441; policy governance model of, 63, 64, 66-67
436-437; traditional model of, 435-436, Boundaryless organizational design, 73
438 Boy Scouts, 449, 450
Board meetings, 48; consent agenda for, 131; Brown, L. D., “The Strength of Strong and
focusing, on strategic priorities, 130-131 Weak Ties: Building Social Capital for the
Board members, 319-321; in civil society Formation and Governance of Civil Soci-
resource organizations, 163, 164; comfort ety Resource Organizations,” 153-171
levels of, with instrumental versus affective Brudney,J . L., “The Perils of Practice: Reach-
issues, 125-133; competencies of and ing the Summit,” 385-398
needed by, 121-123; educational programs Bulletin Board, 117-118, 225-226, 341-343,
for, 320-321; executive directors and, 439; 459-461
involvement of, in board development, Bureaucratic versus associational worlds,
129, 130, 132; recruitment of, 49, 436. See 146-147
also Business leader nonprofit involvement Bush, G., 308, 386-387
Board performance: board development pro- Business leader nonprofit involvement, 39-50,
gram’s impact on, 119, 121-133; compe- 319-320; benefits of, to business leaders,
tencies for effective, 121-123; measures of, 42-43, 47; benefits of, to nonprofits,
123-124; obstacles to improving, 128-129; 45-47, 319; demographics of, 40; by exec-
steps for improving, 128-132 utive age and life stage, 40-41; executive
466 INDEX
Business leader nonprofit involvement Change: external environment, 227-228; ser-
(continued), time pressures and, 47-48; vice integration and organizational, 261-
market mechanisms of, 43-45; motivations 274; strategic alliance and, 112-113;
of, 42-43; by nonprofit sector, 41-42; strategic management and, 277-289;
prevalence of, 40; productivity of, strategies theme of, 227. See also Complex environ-
for increasing, 47-50; value added in, ments; External environment; Funding
45-50 competition and pressures; Public sector
“Business Leaders and Nonprofits,” 39-51 environment
Business-nongovernmental organization part- Change strategies. See Strategic management
nerships, 135-149; characteristics of, 137- Charter schools, 297, 306, 311
138; fair trade, 138-149. See also Fair trade Chief executive officers (CEOs): primacy of,
partnerships; Sectoral ambiguity 437-439; role of, in board governance
Business sector. See Corporate/commercial/ models compared, 437-441
business sector Child Relief and You (CRY), 157-170
Business Volunteerism Council (BVC), 44, 45 Children’s Dreams Come True Foundation,
Butler, D. M., “Effective Ministerial Leader- North Carolina, 300, 303
ship,” 229-239 Christian Aid, 93, 135
Church of the Nazarene, United States,
232-238
Citizen Action for Colorado Nonprofits, 244
Cafedirect, 139 Civic organizations, business leader involve-
California Association of Nonprofits, 311 ment in, 41
California Data Base, 256 Civil society resource organizations (CSROs),
Calvert Social Venture Partners (Bethesda, 119, 153-170; assessment of social ties for,
Md.), 189, 193, 195, 196, 198 168-169; bridging of donor and recipient
Canadian Comprehensive Auditing Founda- cultures by, 154-170; challenges of, 154-
tion (CCAF), 205-206 155; comparative analysis of, 158-167;
Canadian nonprofits, board development defined, 153; founders of, 158-161; gov-
among, 122 ernance of, 162-167; organizational devel-
Caritas, 142 opment patterns of, 165-167; resource
Carter, J., 308 mobilization of, 161-162, 166; self-orga-
Carver, J., Boards That Make a Difference: A nization of, 159-161, 166; social capital
New Design for Leadership in Nonprofit and building of, 154-170; study of, methodol-
Public Organizations, reviewed, 435, 436- ogy and case summaries in, 155-158;
437, 441 weak, strong, and mixed social ties among,
Case Western Reserve University, 105, 331, 159-170
332-337 Clinton, B., 296, 308, 386-387
Catholic religious orders, leadership compe- Coastal Enterprises (Wiscasset and Portland,
tencies of, 230 Me.), 189, 193, 194, 195, 196, 197
CEI Ventures, 189, 198 Coble, R., “The Nonprofit Sector and State
Center for Housing Resources (Dallas), 57-58 Governments: Public Policy Issues Facing
Centralization of service area decision mak- Nonprofits in North Carolina and Other
ing: defined, 54; impact of, on local human States,” 293--313
service nonprofits, 54-68 Collaboration: academic-NGO, 89-93;
Chang, C. F, “How Pervasive Are Abuses in among neigborhood-based services,
Fundraising Among Nonprofits?”, 261-274; barriers to, among neighbor-
211-221 hood-based service organizations, 262-
INDEX 467
263, 269-273, 274; cross-sector, 119, ness and management expertise of,
136-137, 146-148; environmental com- 190-191; community development corpo-
plexity of, 68. See also Alliances; Civil ration (CDC), 193, 194, 197-198; deal
society resource organizations; Consoli- flow of, 191-192, 196-197; defined,
dation; Partnerships 188-189; emerging models of, 197-198;
Collectiveness Index, 245-246 examples of, 189, 193; exit strategies for,
Colleges, board development in, experimen- 194-196; financial performance of, 195;
tal study of, 123-133 fund size of, 192-193, 194; initial public
Colombo and Hall’s property tax exemption offerings (IPOs) of, 195-196, 198; invest-
donative threshold, 251-253 ment home runs of, probability of, 194-
Colorado Association of Nonprofit Organiza- 195; IRRs of, 195; nonprofit operators of,
tions, 305, 311 advantages of, 197-198; social and finan-
Colorado, property tax exemption challenges cial goals of, managing tension between,
in, 243-244, 298, 311 189-197; social goals of, listed, 189; sub-
Columbia, civil society resource organization sidies for, 193-194; success factors in,
in, 157, 159-170 198-199; syndication of, 196-197; types
Combined Federal Campaign, 303-304 of, 188-189
Commentary, 111-115, 223-224, 457-458 Community foundations, 119
Commercial activity of nonprofits: in coun- Community Reinvestment Act (CRA), 198
seling center vignette, 201-204; economic Community service programs, stipended vol-
pressures for, 174-175, 201-204, 227, unteers in, 4—5, 8-19
241-243; property tax exemption reform Community Ventures (New York, N.Y.), 189,
and, 227, 241-243, 257-258; scrutiny of, 193
242-243, 256. See also Fair trade partner- Competencies for boards, 121-123; categories
ships; Marketing; Profit-making/nonprofit of, 122-123; development of, 125-133
tensions Competencies for leaders, 229-239, 338. See
Commerciai sector. See Corporate/commer- also Leaders and leadership; Leadership
cial/business sector effectiveness; Ministerial leaders and lead-
Commercial success: as indicator of organi- ership
zational effectiveness, 71-73; scrutiny of Competencies for nonprofit management,
nonprofit, 242-243, 256 education for, 330-331, 334-335, 337-
Commitment, to board development, 129 338. See also Education programs; Gradu-
The commons, 136 ate programs
Commonwealth of Pennsylvania v. Hospitaliza- Competition for funds. See Funding compe-
tion Utilization Project (HUP), 244 tition and pressures
Community-based organizations (CBOs), Complex environments: building social cap-
civil society resource organization assis- ital in, 154; external (community) compo-
tance to, 153 nent of, 75-77; internal (culture)
Community component of 3 Delta model, component of, 78—80; internal (structure)
75-77; gaps in, 81-83 component of, 77-78; organizational
Community Development Venture Capital design and, 71-87; organizational fit in,
Alliance, 187, 197 75, 76-77, 80-83; strategic management
“Community Development Venture Capital: in, 277-289
Creating a Viable Business Model for the Complex systems, 53, 54; collaboration and,
Future,” 187-200 68; human service delivery organizations
Community development venture capital and, 54, 55
funds (CDVCs), 119-120, 187-199; busi- Comprehensive auditing, 205-208, 209-210
468 INDEX
Computer use in religious organizations: Council of Better Business Bureaus standards,
clergy’s, 405-406; clergy’s overall attitudes 216-217
toward, 407; contextual variables in, Counseling center, profit-making/nonprofit
406-409; donated versus purchased com- tensions in, 120, 201-204
puters and, 406; experienced versus inex- Covenants, 360-361
perienced users and, 408-409; factors Creativity, strategic intent and, 415
leading to successful, 401, 402; informa- Credibility gap, 81, 82, 83
tion sensitivity and, 405-406, 407-408; Croson, R.T.A., “Using Suggested Contribu-
interdenominational study of attitudes tions in Fundraising for Public Good: An
and, 404—409; introduction of, 406; lead- Experimental Investigation of the Provi-
ers’ attitudes and, 345, 399-410; manager- sion Point Mechanism,” 369-384
ial versus pastoral concerns about, Cross-sector collaboration, 119, 136-137,
408-409; pastoral versus managerial con- 146-148. See also Alliances; Civil society
cerns about, 408-409; perceived benefits resource organizations; Partnerships
of, 402; perceived costs of, 402; regional Cross-sector learning, 147-148
survey of, in one Protestant denomination, Culture, organizational. See Organizational
402-404; security and privacy concerns culture
about, 407-408, 410; technical support for, “Curricular Variations in Nonprofit Manage-
406-407 ment Graduate Programs,” 99-109
Conflict, facing versus avoiding, 181-182 Curriculum: ministerial leadership, 238; non-
Congruence, 80-83 profit management education, 103-105,
Conjoint-directorship model, 437-439 106-107, 330-331; targeted competencies
Consent agenda, 131 for, 330-331. See also Education programs;
Consolidation: of neighborhood-based ser- Graduate programs in nonprofit manage-
vices, 261-274; public pressure for, 227; ment
strategic alliance and, 111, 112, 114-115
Constituency, 75 D
Contexts. See Complex environments; Exter-
nal environment; Funding competition Dallas, Texas, human service nonprofits in,
and pressures; Public sector environment; 53-68
Service area decision-making contexts Deal flow, 191-192, 196-197
Contextual competencies of boards, 122; Decentralized fundraising approach,
development of, 125-133 370-371. See also Provision point mecha-
Continuous process improvement, 422 nism
Control charts, annual, 424 Decision making: business leaders and,
Control modes: measures of, 59; service area 49-50; moral judgment in, 176, 181-183;
decision-making context and, 56, 66, 67; sectorwide, 53-68
types of, 56 “Decision-Making Context and Its Impact on
Coordination games, 372 Local Human Service Nonprofits, The,”
Corporate/commercial/business sector: com- 53-69
munity development venture capital and, Decision-making contexts. See Service area
187-199; fair trade partnerships and, decision-making contexts
138-149; leadership in, compared with Defining Issues Test (DIT), 177-178, 182
government and nonprofit sectors, Deming’s fourteen points for management,
315-322; nongovernmental organization 422
links with, 93, 137-138 Demographic characteristics: of business
Corporate philanthropy, 47 leaders who are involved in nonprofits, 40;
INDEX 469
of effective ministerial leaders, 233-236; Economic agenda, of fair trade partnerships,
trends in volunteer, 18; volunteer retention 138-139, 141-142, 144-146
and, 8, 10, 11, 14-19 Ecuador, civil society resource organization
Department of Housing and Urban Develop- in, 159-170
ment (HUD), 60 Editors’ Notes, 1-2, 119-120, 227-228,
Dephi process, 29 345-347
Developing world. See International develop- Education level, volunteer, retention and, 8,
ment 9, 14-19
Development officers, 458 Education organizations: business leader
Developmental disabilities services organiza- involvement in, 41-42, 48; donative the-
tions, organizational effectiveness study of, ory/property tax exemption and, 249-257;
27-37 secondary school, 321; stakeholder views
Developmental Theory and Moral Maturity of, 332-338; value ratios of donations to
Index (DTMMI), 177-178 volunteers in, 249
Devolution: effects of, 296-298, 369-370; Education programs: for board members,
trends in, 67-68, 223, 228, 242-243, 320-321; dedicated schools for nonprofit
294-298, 311, 369-370 management, 318-319; impact of gradu-
Dialectical strategic mode, 278, 279, 281, ate, 329-338; for ministerial leadership,
282, 287-289 238; nonprofit management, 2, 99-109,
Domestic violence counseling center, com- 317-318; overview of graduate, 99-109;
mercial enterprise of, 201-204 target competencies for, 330-331,
Donative theory, 242-257; applied to prop- 337-338. See also Board development;
erty tax exemptions, 242-257; formulas of, Graduate programs in nonprofit manage-
250-251; formulating, 244-249; imple- ment
menting, in case study, 249-257; nonprofit Educational agenda, of fair trade partner-
behavior and, 255-256; potential impact ships, 139, 144-146
of implementing, 255-257; revenue and Educational competencies of boards, 122;
expense streams in, 247-249; thresholds development of, 125-133
in, 245-246, 249-251; volunteer labor val- “Educational Impact of Graduate Nonprofit
uation in, 248-249. See also Property tax Degree Programs: Perspectives of Multiple
exemptions Stakeholders,” 329-340
Donative threshold or index, 245-246, Educational reform, 297, 311
249-251 Edwards, M.: Beyond the Magic Bullet: NGO
Donors: hiring of, in ethics case vignette, Peformance and Accountability in the Post-
429-433; perceptions of, of nonprofit Cold War World, reviewed, 95-96; inter-
ethics, 175 viewed, 89-93; NGOs, States, and Donors:
Downsizing, business leader involvement in, Too Close for Comfort?, reviewed, 95-97
46-47 “Effective Grassroots Association, The, Part
Duca, D. J., Nonprofit Boards: Roles, Responsi- One: Organizational Factors That Produce
bilities, and Performance, reviewed, 435, Internal Impact,” 443-456
439-441 “Effective Ministerial Leadership,” 229-239
Effectiveness. See Board effectiveness; Lead-
E ership effectiveness; Organizational effec-
tiveness
Early childhood education organizations, Efficiency indicator, 72. See also Production
impact of service area decision-making dimension
environments on, 56-68 Electoral fluctuation, 298
470 INDEX
Emanuele, R., Commentary, 224-225 Evaluation, organizational effectiveness and,
Emergent design, 283 35-36
Employee management, volunteer manage- Executive-board relationship, 437-441
ment versus, 316, 353-355, 362 Executive director. See Chief executive officer
Employees: psychological-contract frame- Executive effectiveness. See Leadership effec-
work for, 350-351; volunteers versus, tiveness
353-355, 361 Executive involvement. See also Business
Employer perceptions of nonprofit manage- leader nonprofit involvement
ment education programs, 228, 332-337 Executive involvement, business. See Busi-
Empowerment programs, 83 ness leader nonprofit involvement
Encapsulation, 448 Exit strategies, for community development
Enterprise Foundation, 60 venture capital funds, 194-196
Environmental agenda, of fair trade partner- Expectations, volunteer, 352-364. See also
ships, 139, 141 Psychological contract
Environmental and animal-related organiza- Explicit standards for accountability, 209
tions: donative theory/property tax exemp- External actors, impact of, on local human
tion and, 249-257: value ratios of service organization autonomy, 55, 59,
donations to volunteers in, 249 64-65, 66-67
Environmental determinism, 277-289; in External environment: change and pressures
Hrebiniak and Joyce framework, 278-279; in, 227-228; computer use as response to,
nonprofit organizations and, 280-282; 399-400; deterministic, 277-289; integra-
strategic choice and, 277-279 tion/collaboration responses to, 261-265;
Environmental scans, 76 nonprofit leaders’ responses to pressures
Environments and contexts. See Complex of, 174-175; property tax exemption
environments; External environment; reform and, 227, 241-243; state policy
Funding competition and pressures; Pub- issues and, 293-312; strategic manage-
lic sector environment; Service area deci- ment in, 277-289. See also Complex
sion-making contexts environments; Devolution; Funding com-
Equal opportunity hiring, in case vignette, petition and pressures; Public sector envi-
429-433 ronment
Equilibrium, organizational, 83
Espy, S., Marketing Strategies for Nonprofit F
Organizations, reviewed, 323-325, 327
Ethical behavior and reasoning: assessment Faculty perceptions of nonprofit management
of, 177-178, 182; dilemmas of, in hiring education, 228, 332-337
case vignette, 429-433; impact of, on Failure, positive attitude toward, 425
donors, 175; impact of, on leadership Fair trade: aim of, 138-139; defined,
effectiveness, 119, 173-183; leaders’ influ- 138-139; efficiency-oriented approach to,
ence on, 175-176; measures of, 177-178, 139; equity-oriented approach to, 139
182; six stages of, 177-178; in social mar- Fair trade partnerships, 119, 135-149; aims
keting, 327; study of, methodology and of, 138-139; The Body Shop's, 136, 138,
sample of, 177-179. See also Accountabil- 139-149; challenges of, 136; characteris-
ity; Fundraising abuse tics of, 138-139; communication and
Ethical interests, fair trade partnerships and, learning exchange in, 142, 145, 147-148;
138 cultural level of, 144-146; diversification
Ethnicity, volunteer retention and, 8, 10, 11, in, 142, 145; educational level of,
14-19 144-146; growth in, 135-136; manage-
European Union (EU), 158, 165 ment challenges of, 144-146; market fluc-
INDEX 471
tuations and, 141-142, 143; material level Fletcher, K., “Four Books on Nonprofit
of, 144-146; of northern organizations Boards and Governance,” 435-441
with southern producers, 138-149; orga- Flexibility gap, 81, 82, 83
nizational culture clashes in, 137-138, Focus group methodology, 332-333
143, 144-146; potentials of, 136; sectoral Ford, G., 308
ambiguity in, 119, 146-148; social level of, Formal strategic planning, 279, 280-282,
144-146; transparent relationships in, 145 285-289, 414-415. See also Strategic man-
Family resource centers (FRCs), 261-274; agement; Strategic planning
advantages of maintaining, 273-274; Foundation for New Era Philanthropy, 208
feeder relationship between, and settle- Foundation for the Philippine Environment
ment houses, 273; funding of, 264, 265, (FPE), 157-170
266-267; integration obstacles of, 269- Foundations: business leader involvement in,
273; integration potential of, 261-274; 41; settlement houses and family resource
neighborhood definitions of, 270-271; centers funding by, 266, 267
organizational structure of, 267-268; phi- Founding agreements, 169
losophy of, 269-270; political character of, “Four Books on Nonprofit Boards and Gov-
272-273; in Rochester, New York, 263- ernance,” 435-441
274; service provision of, 264, 268-269; Fragmentation of service area decision mak-
settlement houses’ differences from, ing: defined, 54; impact of, on local human
269-273; settlement houses’ similarity to, service nonprofits, 54-68
264-269; summary information on, 263- Free riders, 245, 370-372
265; umbrella organizations of, 265-266, Free speech, 303-304
268 Free will, volunteer, 4
Family Resource Coalition, 267 Froelich, K. A., “To Profit, or Not to Profit?”,
Family wellness, 269, 272 201-204
Farmer, S. M., “Volunteer Participation and From the Field: “Achieving Growth and High
Withdrawal: A Psychological Contract Per- Quality by Strategic Intent,” 413-428;
spective on the Role of Expectations and “Community Development Venture Capi-
Organizational Support,” 349-367 tal: Creating a Viable Business Model for
Features: “An Interview with John C. White- the Future,” 187-200; “The Nonprofit Sec-
head,” 315-322; “An Interview with tor and State Governments: Public Policy
Michael Edwards,” 89-93; “Paying for Ref- Issues Facing Nonprofits in North Carolina
erences,” 429-433; “To Profit, or Not to and Other States,” 293-313; “An Organi-
Profit?” ,2 01-204 zation Design Model for Nonprofits,”
Federal budget cuts, 294, 296-305. See also 71-88
Devolution; Funding competition and Functional interorganizational systems, 54
pressures Fundacion Esquel-Ecuador (FEE), 159-
Federalist Papers, The, 296 170
Federalization of service area decision mak- Fundacion par la Educacion Superior (FES),
ing: defined, 54; impact of, on local human 157, 159-170
service nonprofits, 54-68 Funder perceptions of nonprofit management
Fedor, D. B., “Volunteer Participation and education, 228, 332-337
Withdrawal: A Psychological Contract Per- Funding: ethical dilemmas of, in hiring case
spective on the Role of Expectations and vignette, 429-433; governmental versus
Organizational Support,” 349-367 private, 210, 321-322; of settlement
Financial audit, 207-208 houses and family resource centers, 264,
First Light, 111, 112-113, 114 265, 266-267; for volunteer administra-
Fishbone diagram, 422 tion, 395
472 INDEX
Funding competition and pressures: change G
due to, 227-228; for consolidation, 227,
261-265, 267, 268; as driver of nonprofit Gaps: identifying, 80-82; managing, 82-83;
entrepreneurialism/commercialism, 174- organizational models including, 72, 74; in
175, 201-204, 241-243; ethical nonprofit 3 Delta model, 80-87; types of, 81-82
leadership and, 174-175; strategic man- “Garbage can” model, 26, 279
agement and, 280-289. See also External Giving: suggested amounts for, providing,
environment 369-383; tax deductions for, 307-308,
Funding decisions: centralized environments 311; trends in, 309-310, 311
and, 55-68, 262, 267; federalized environ- Giving and Volunteering (INDEPENDENT SEC-
ments and, 55-68; fragmented environ- TOR), 248
ments and, 55—68; service area contexts “Giving something back,” as business leader
and, 55-68 motivation, 42
Funding, international. See International Glass ceiling, 40
funding assistance Global leadership, strategic intent and, 414
Fundraisers, term of, 458 Goal model of organizational effectiveness,
Fundraising: board members’ responsibility 25, 36
for, 320; challenges of, for nonprofit lead- Goal setting, aspiration-based, 415-416,
ers, 174-175; donors’ perceptions of ethi- 420-421, 422, 423. See also Strategic
cal behavior and, 175; marketing for, intent
325-326; in nonprofit versus for-profit Goldman Sachs, 315
organizations, 316; professional, 211, Governance, nonprofit, 162-167, 319-321,
218-219, 303, 458; provision point mech- 345-346. See also Board headings
anism of, 345, 369-383; relative impor- Governing Boards (Houle), reviewed,
tance of revenues generated by, 214-215; 435-436, 441
suggested contributions for, 369-383; Government funding: attempts to curb non-
types of, 457-458 profit advocacy and, 303-304, 306-307;
Fundraising abuse, 120, 211-220, 457-458; future trends and, 321-322; inclusion of,
fundraising types and, 457-458; by non- in donative theory, 247-248; of settlement
profit classification, 213-214, 457; public houses and family resource centers,
concern with, 211-212, 219; state laws 266-267. See also State governments
and, 300, 303; study of, data used in, Governors, working with, 305-306
212-213; study of, findings of, 213-219. Graduate programs in nonprofit manage-
See also Ethical behavior ment, 2, 99-109, 228, 317-318; courses
Fundraising consultants, 458 in, by category, 106-107; curricular model
Fundraising expenditures: accounting for, in of, 103-105, 106-107; by degree granted,
donative theory, 247; extent of, 216-218; 102-103; effectiveness of, 329-338; focus
extent of, by mission category, 213-214, of, 108; further research questions for,
217, 218; management expenditures ver- 337-338; goals of, stakeholders’ percep-
sus, 217-218; standards for, 216-217 tions of, 334; growth in, 101-103; impact
Funds, raised by nonprofit organizations: of, stakeholders’ perceptions of, 335-336;
concentration of, among nonprofits, 216; master’s degree, 105; measures of effec-
extent of, 213-215; by mission category, tiveness of, 336-337; prevalence of, 101;
214-215 regional distribution of, 101-102; by
“Fuss About NGOs, The—Are They Worth school or college that houses, 101-103,
It?”, 95-97 105, 108; skills and competencies devel-