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Managing the Non-Profit Organization: Practices and Principles Here Peter Drucker Answers Vital Questions About Hospital Administration As He Presents Clearly And Directly The Tasks, Responsibilities And Practices That Must Be Followed To Run These Organizations Successfully.


10 thoughts on “Managing the Non-Profit Organization: Practices and Principles

  1. says:

    Peter Drucker is acknowledged father of nonprofit management The man is a legend and the insights in this book are why Should be required reading for all those looking to work in a social service or advocacy organization Frankly it s a must read for anyone in the nonprofit sector.


  2. says:

    This is a very useful book for people with little training in management, which is often the case for leaders in the non profit sector Drucker is typical of the motivational type writer one encounters in the business world, and he is very good at providing advice and answers where they are needed He is not especially scientific in his approach most of the evidence in this book is purely anecdotal but relied upon the type of common sense that has, in fact, provedsuccessful than This is a very useful book for people with little training in management, which is often the case for leaders in the non profit sector Drucker is typical of the motivational type writer one encounters in the business world, and he is very good at providing advice and answers where they are needed He is not especially scientific in his approach most of the evidence in this book is purely anecdotal but relied upon the type of common sense that has, in fact, provedsuccessful than science in the business world This book is adapted from a series of audio tapes, which lends to its conversational tone Drucker s key insight in this book is that the product of the non profit is a changed human being, that their ultimate purpose whatever their specific mission and goals is to provide a sense of connectedness and meaning to the lives of people in a world which lacks traditional forms of community Accordingly, much of the advice in this book centers around how managers can help people to develop themselves within the organization, with the final chapter dedicated to the manager s own development Drucker strengthens his arguments with interviews with leading non profit managers, who share their successes as well as the lessons learned from failures


  3. says:

    Great book for anyone working in the non profit space This book focuses on the unique challenges that non profits face relative to for profit businesses, and the additional leadership required The main challenges that resonated with me are 1 Having many and varied stakeholders customers those you serve, donors, board members, community members, volunteers, unpaid staff, paid staff 2 Attracting, growing, and keeping volunteers converting them to an unpaid staff 3 Determining the correct su Great book for anyone working in the non profit space This book focuses on the unique challenges that non profits face relative to for profit businesses, and the additional leadership required The main challenges that resonated with me are 1 Having many and varied stakeholders customers those you serve, donors, board members, community members, volunteers, unpaid staff, paid staff 2 Attracting, growing, and keeping volunteers converting them to an unpaid staff 3 Determining the correct success metrics can t rely on only revenue I think this book is great for all leaders, even those not working in the non profit space The lessons apply in the for profit world, as well.One thing that was consistent throughout this book was the importance of marketing and messaging It makes a lot of sense that it s important to talk about the good work you re doing, and reminded me of this talk, arguing that overhead isn t a bad thing More detailed notes Businesses supply, government controls, non profits are human change agents Have unique challenges, can t command as they rely on volunteers Need to offer volunteers something to attract them Offer them a better self perspective someone who as a citizen takes responsibility Need to give community and common purpose.PART 1 THE MISSION COMES FIRSTFirst job is to define the mission Mission needs to be action oriented operational Can t be too lofty vague.Need to build in review, revision, and organized abandonment.Focus on what you re good at as an organization Can t shouldn t do everything.Good mission statement Opportunity, competence, commitmentLeaders anticipate crisis.Organizations need to grow with success Need to know what to abandon Can t be stagnant or do what was done in the past Need to commit fully to changes, though.Leave room for innovation, needs to be separate from some of the day to day.Understand your customers, don t pilot things in a vacuum.Picking a leader Focus on strengths, identify the key challenges of the org, look for good characterNeed to have role fit.Leaders need to think we , always think of the team.Leader competencies 1 Listen 2 Communicate 3 Realize the task isimportant than youGoal is to build something that will outlast you, something you can hand off not dependent on you HIGH STANDARDS attract people to the organization Need to have excellence Creates self respect and pride.Leaders shouldn t pick their successors Leaders shouldn t hog credit or knock subordinates.Be market driven, meet your customers.Importance of change management, specifically training, for all big changes Have a plan to land things, not just launch them Give instructions resources Set them up for success.Need to think through how to attract volunteers, not just serve the need Can offer learning opportunities, etc Volunteers are most important market Give recognition Importance of marketing to ALL stakeholders audiences, not just donors and those served.Leader needs to recruit, raise funds, and set values Then DELEGATE Give people space to realize their potential Err on beingdemanding Give true responsibility.Leadership is accountable for results.PART 2 FROM MISSION TO PERFORMANCENeed a plan, marketing, people, and money.Things given for free aren t trusted Need to market sell Easier to sell the Brooklyn Bridge than to give it away Need to sell a concept.Focus on results, don t put resources into things that don t deliver results.Non profit needs fund development strategy better framing than fund raising,intentional Important to have a board to help with these things Need to build a continuing effort Need to have donors believe supporting the institution is self fulfilling.To show results, define metrics and define better Don t leave anything vague or wishy washy Quality of goal is critical Make sure goals are clear, and people know who are accountable.When you are successful, question yourself Refocus improve during good times, much harder to do in bad times.Always look OUTSIDE the organization Talk to community, be on the ground, sit on other boards, get perspective.Any unexpected successes are calls to action Why did that work What were we missing before Be humble.Marketing start with the market and their need and work backwards.Want to build share of mind and share of heart Volunteer effort needs to be organized Have job descriptions, add formality, have demands of your people Again, high standards.Need to make appeals to both rational and emotional Ask donors for specific amounts, better to be specific than vague Can you donate X today Think of people you are serving as customers, don t have a savior complex Improvement is innovation, constantly improve Doesn t have to be fancy.Do market research Understand who the potential customer is Focus on what each constituency stakeholder needs and how the non profit can solve for them.Train your people Training is extremely important.Strategy Action ResultsFocus on customer values and needs, don t push yours on themPART 3 MANAGING FOR PERFORMANCEBetter to create a want than serve a need.Avoid over emphasis on easy results Do the hard work.Set goals for each constituency stakeholder Set long term goals Define the fundamental change you want to make in society Constantly raise your goals.Most important structural thing is good information sharing and communication.HQ serves regions.Important decisions should be controversial If there s no dissent, give peopletime to think Encourage discussion.Generally disagreement isn t over decision, it s over reality Try to find common ground Assume people are right, but answering different questions Nice to have a respected critic cynic in the group to pressure test Most important to have clarity of language here Dig deep to ensure you are saying the same thing.Pre sell, get buy in before announcing decisions No surprises, you should know how people will react to decisions.As an example, schools should focus on what types of humans they are trying to product big question Current system treats them as raw materials, passed from one thing to the next Doesn t respect learning process, individual differences, interests, etc.What does the org want to be remembered for And do you have people accountable to make it happen PART 4 PEOPLE AND RELATIONSHIPSNeed structured hiring, need a process.Try to provide mentor, teacher, judge progress , encouragerYou want employees that demandPush harder Why can t we dobetter Check in with others, ask for feedback Let them know what is helping hindering you.Board needs to appraise performance of team Also needs to fundraise Need clear roles responsibility between board and org.Again, need high standards Want to enrich volunteer lives in order to keep volunteers.Boards are governors, sponsors, ambassadors, AND consultantsKeep board in the loop No surprises Don t try to go around them, leads to problems Encourage contrary opinions, thank whoever lost a vote for holding to their convictions and sharing their perspective Let people save face and keep dignity, and also encouragebetter ideas going forward Don t want people to be scared to share their thoughts.CEO needs credibility and integrity with the board.Executive s job is to make it easy for people to do their work, easy to have results, easy to enjoy their work Easy for them to get results.PART 5 DEVELOPING YOURSELFStrive for excellence Make demands of people, let them live up to your expectations.Respect yourself to set the example.Promote those who leave behind a bigger job than they initially took on.Know when to leave Need to be challenged, growing If you fall into a pleasant routine, time to do something different Nothing worse than forcing yourself to go in in the morning.Most important question is WHAT you work on.Self renewal re invigoration is possible through teaching, going outside the organization, or serving down in the ranks.Try to get responsibility and freedom to fail early in life.Learn financials if you want the board s respect You are responsible for allocating your life Nobody else will do it for you


  4. says:

    When the book was first published in 1990 and hasn t been updated in all this time there are problems I finally had to stop reading during the interview with the then head of the American Heart Association They were talking about having people go door to door for donations The references to Sears, GM the Japanese are all out of date Yes, there are some lessons to learn from some of these businesses, but things have changed drastically.Also, instead of starting a book with your nonprofit When the book was first published in 1990 and hasn t been updated in all this time there are problems I finally had to stop reading during the interview with the then head of the American Heart Association They were talking about having people go door to door for donations The references to Sears, GM the Japanese are all out of date Yes, there are some lessons to learn from some of these businesses, but things have changed drastically.Also, instead of starting a book with your nonprofit is trouble, here s what you need to look for in a new Executive Director isn t the best way to start a book about leading a nonprofit As someone looking to gain knowledge to be a good Executive Director I didn t feel that there were any lessons in this book that I haven t picked up in other books, other articles and other webinars This book seems to be written to help healthy nonprofits continue their success and throwing in lessons on what an executive director should look for to continue or improve the nonprofit If this book will continue to have any reason to exist it needs to be rewritten to address issues in 2016, not 1990


  5. says:

    Drucker is a management master This book is full of his wisdom as well as the wisdom and experience of other giants in the field pastors, president of Girl Scouts, etc The most important message that so many do NOT seem to get is that a manager director is a servant I read this at least three times Great book.


  6. says:

    A good book to read for anybody in the nonprofit sector, no matter where you place in the chain of command Great advice on maintaining donor relationships, cultivating a staff ad board of directors, managing volunteers, and .


  7. says:

    In simple words a great book for people concerned about management of NGOs.


  8. says:

    Whenever you read something from Peter Drucker, you understand why he is the single best management author of all times He has a very detailed, yet simple focus on the most important aspects of management and leadership This book is no exception, he understands perfectly the role of a nonprofit organization and its leadership and the fundamental differences with the business sector The interviews in this book provide very different angles of the nonprofit management experience The stories, f Whenever you read something from Peter Drucker, you understand why he is the single best management author of all times He has a very detailed, yet simple focus on the most important aspects of management and leadership This book is no exception, he understands perfectly the role of a nonprofit organization and its leadership and the fundamental differences with the business sector The interviews in this book provide very different angles of the nonprofit management experience The stories, facts and information provide interesting and applicable insights The only thing that holds this book back in some ways is that the new breed of nonprofits is not included It almost only talks about hospitals, churches and schools But the principles are very useful anyway Cada vez que lees algo de Peter Drucker, entiendes por qu es el mejor autor de administraci n de todos los tiempos Tiene un enfoque muy detallado pero simple al mismo tiempo en los aspectos m s importantes de la administraci n y el liderazgo Este libro no es una excepci n, entiende perfectamente el papel de una organizaci n sin fines de lucro y su liderazgo y las diferencias fundamentales con el sector empresarial Las entrevistas en este libro aportan ngulos muy diferentes de la experiencia de administraci n sin fines de lucro Las historias, los hechos y la informaci n incluidos proporcionan informaci n interesante y aplicable en la realidad Lo nico que este libro no tiene es que no se incluye la nueva generaci n de organizaciones sin fines de lucro Casi solo habla de hospitales, iglesias y escuelas Pero los principios son muy tiles de todos modos


  9. says:

    A superior at work loaned me this book Does what it says on the tin.This book is in an interesting place where it s well written, but not well organized The information is good, the personal anecdotes are relevant, but the topics just jump around from paragraph to paragraph For the first couple of chapters I was struggling to figure out how we got from one chapter to the next Then I just gave up and accepted that I was watching a very knowledgeable man have a very stream of consciousness con A superior at work loaned me this book Does what it says on the tin.This book is in an interesting place where it s well written, but not well organized The information is good, the personal anecdotes are relevant, but the topics just jump around from paragraph to paragraph For the first couple of chapters I was struggling to figure out how we got from one chapter to the next Then I just gave up and accepted that I was watching a very knowledgeable man have a very stream of consciousness conversation with himself about running charities I do feel like I learned a lot from this, though I pulled a lot of quotes to think about and remind myself of later, I feel like I understand where management should be coming from better, and every time I put it down I was ready to Consider Things and Better Myself I also picked up some practical knowledge stuff, like why fundraising departments are called development now It s also hilariously dated in some of the anecdotes, like where the president of the American Heart Association tries to advise on how to solicit funds from a family in their 30s with 2 kids making 25,000 Also also, Drucker is clearly a religious man and likes to use the Catholic church as an example a lot, which doesn t bother me except that I don t know how the hierarchies within the Catholic church work so a lot of his metaphors were lost on me.In conclusion, if you re aspiring to become director level or higher in a nonprofit or just work in a nonprofit and want to understandabout how and why the folks in the offices are making decisions, I would say this is definitely worth a read


  10. says:

    Yikess sorry but this book definitely didn t age well I read through it but found it be very general with tips like keep improving yourself It talks a bunch about how nonprofits were back in the 80s and 90s Back then they didn t know about marketing but were going quite a lot I also didn t find the interviews, which were about 2 3rd of the book, to be too helpful However, there were a few nuggets of information I liked The product of a nonprofit is a changed human being The mission Yikess sorry but this book definitely didn t age well I read through it but found it be very general with tips like keep improving yourself It talks a bunch about how nonprofits were back in the 80s and 90s Back then they didn t know about marketing but were going quite a lot I also didn t find the interviews, which were about 2 3rd of the book, to be too helpful However, there were a few nuggets of information I liked The product of a nonprofit is a changed human being The mission is forever Goals are temporary Leaders need to anticipate crisis If you setup new systems separate from current systems it helps to keep the new prioritized People are attracted to organizations with high standards One prays for miracles but works for results Manners are the social lubrication that smooth friction between people Important decisions are risky They should be controversial