MANAGING THE NONPROFIT ORGANIZATION

From a management sage of unrivaled stature (The New Realities, 1989, etc.), philosophical as well as practical guidance on running nonprofit institutions. While charitable or cultural organizations, churches, foundations, museums, private schools, service groups, and other nonprofit enterprises still represent less than 3% of GNP, Drucker views them as central to the quality of American life, owing mainly to their status as agents of constructive change. Cautioning that success has ruined more worthy causes than failure, he advises drafting a mission statement that essays opportunities, establishes priorities, takes into tough-minded account available resources, and expresses genuine commitment to specified goals. In this exacting context, Drucker probes the realities of converting good intentions into results, overcoming any tendency to righteousness, reaching not only natural but also new constituencies via targeted marketing campaigns, raising funds, and developing responsible, responsive leadership. He also offers counsel on making decisions whose outcomes cannot be measured in bottom-line terms, getting the most out of boards of trustees, and fostering effectual relations with volunteer workers. To illuminate key issues and points, Drucker includes interviews he conducted with nine experts, drawn primarily from nonprofit organizations. Their ranks encompass top hands from the American Federation of Teachers, American Heart Association, and Girl Scouts, among other organizations, plus an activist Catholic diocese in the heartland and a West Coast theological seminary. A fine contribution to a service sector that could use a management handbook of its very own.