Michael J. Worth 
Nonprofit Management 
Principles and Practice

‘Mike Worth does a great job of explaining the concepts of nonprofit management and provides excellent case studies and exercises so students can see how these concepts work in the real-world.’

—Durand H. Crosby, J.D., Ph.D.,
Oklahoma University



Michael J. Worth’s best-seller,
Nonprofit Management: Principles and Practice, provides a comprehensive, insightful overview of key topics nonprofit leaders encounter daily. Worth covers both the governance and management of nonprofit organizations—the scope and structure of the nonprofit sector, leadership of nonprofits, management, fundraising, earned income strategies, financial management, lobbying and advocacy, managing international and global organizations, and social entrepreneurship—helping readers understand what they are and how they work. The text balances research, theory, and practitioner literature with current cases and the most recent data available, making it appropriate for undergraduates, graduate students, and nonprofit professionals.



The
Sixth Edition has been updated to include new material regarding diversity, equity, and inclusion; volunteer stewardship; nonprofit executive transitions; models for pursuing earned income; ethical dilemmas and controversial donors; generational differences in the workplace; and an exploration of the role of nonprofits in advancing social movements.






Included with this title:



The password-protected Instructor Resource Site (formally known as SAGE Edge) offers access to all text-specific resources, including a test bank and editable, chapter-specific Power Point® slides.

Table of Content

Preface

Acknowledgments

Part I: Understanding Nonprofit Management, the Nonprofit Sector, and Nonprofit Organizations

Chapter 1: Nonprofit Management as a Profession and a Field of Study

A Revolution in Management

A Distinct Profession

Nonprofit Management as a Field of Study

Toward a Balanced Approach

Proceeding With Realism and Pride

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Case

Suggestions for Further Reading

Chapter 2: Overview of the Nonprofit Sector

America’s Nonprofit Sector: A Historical Overview

Searching for a Common Vocabulary

Alternatives to Nonprofit

Size of the U.S. Nonprofit Sector

Differentiating the Nonprofit Sector

Emerging New Models

The Commercialization Debate

Commercialization and Tax Exemption

Implications for Nonprofit Managers

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 3: Theories of the Nonprofit Sector and Nonprofit Organizations

Explaining the Nonprofit Sector

Explaining Nonprofit Organizations

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Case

Suggestions for Further Reading

Part II: Governing and Leading Nonprofit Organizations

Chapter 4: Nonprofit Governing Boards

Types of Governing Boards

The Governing Board’s Responsibilities

The Board and the CEO

Explaining Board Behavior

Managing Nonprofit Boards

Nonprofit Board Effectiveness

The Challenge of Nonprofit Governance

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 5: Executive Leadership

The CEO’s Job

Management and Leadership

Overview of Leadership Theories

The Effective Nonprofit CEO

Founder Syndrome

Executive Transitions

Leading Change

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Part III: Managing The Nonprofit Organization

Chapter 6: Ensuring Accountability and Measuring Performance

Defining and Ensuring Accountability

Mechanisms for Accountability

Measuring and Managing Performance

Performance Measurement: The Continuing Debate

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 7: Developing Strategy, Building Capacity, and Managing Risk

Understanding Strategy

Strategic Planning and Strategic Management

The Strategic Planning Process

Writing the Strategic Plan

Developing an Operational Plan

Benefits and Limitations of Strategic Planning

Building Organizational Capacity

Defining and Understanding Capacity

Capacity Building in Action

A Model for Capacity Building

Capacity and Organizational Life Cycles

Capacity Building Evaluated

Managing Risk

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 8: Collaborations, Partnerships, and Mergers

Growing Interest in Collaboration

A Continuum of Relationships

Exploring Collaborations and Mergers

Drivers of Collaborations and Mergers

Obstacles to Collaboration and Merger

Conditions for Success

Collaborations and Mergers Within National Nonprofits

Cross-Sector Collaboration

Achieving Collective Impact

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 9: Managing Staff and Service Volunteers

Human Resources Management

An Overview of Management Theories

Understanding Human Motivations

Applying Theories to Managing the Nonprofit Workforce

Managing Volunteers

Volunteer Management as a Career Field

The Future of Volunteerism

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 10: Marketing and Communications

Defining and Understanding Marketing

Marketing Serves the Mission

Marketing Means Action

Marketing as a Process

The Marketing Mix

Building the Brand

Integrated Marketing Communication (IMC)

Crafting an Effective Message

Crisis Communications

Social Media

Evaluating Marketing and Communication

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 11: Advocacy and Lobbying

Basic Distinctions

Overview of Lobbying Law

Implementing an Advocacy Program

Continuing Issues and Concerns

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Case

Suggestions for Further Reading

Part IV: Obtaining and Managing Resources

Chapter 12: Financial Management

Definitions of Key Concepts

Understanding Nonprofit Finances

Nonprofit Financial Statements

Audits

Using Financial Ratios

Managing Endowment Funds

Developing and Managing the Budget

Financial Policies and Controls

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 13: Philanthropic Fundraising

Definitions and Distinctions

Motivations for Giving

The Fundraising Process

Individual Donor Life Cycles

Campaigns

Managing Fundraising Programs

Ethics and Professional Standards

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 14: Social Enterprise and Earned Income

Defining Social Enterprise and Earned Income

Why Earned Income?

Partnerships With Business

Nonprofit Business Ventures

Earned-Income Strategies: Issues and Decisions

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Cases

Suggestions for Further Reading

Chapter 15: Government Grants and Contracts

Changes in Sources and Patterns of Support

Grants, Contracts, and Fees

Government Support: Opportunities and Challenges

Seeking Government Support

Nonprofits in the Policy Arena

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Case

Suggestions for Further Reading

Part V: Special Topics

Chapter 16: Social Entrepreneurship and Innovation

Defining and Understanding Social Entrepreneurship

History of Social Entrepreneurship as a Field

Theories of Social Entrepreneurship

Social Entrepreneurship Across Fields and Around the World

Building High-Impact Nonprofits

Sustaining Innovation

The Future of Social Entrepreneurship

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Appendix Case

Suggestions for Further Reading

Chapter 17: Governing and Managing International and Global Organizations

Definitions and Scope of International Organizations

International Philanthropy and Fundraising

International Nonprofit Governance and Management

Chapter Summary

Key Terms and Concepts

Questions for Discussion

Suggestions for Further Reading

Conclusion

Appendix: Cases for Discussion

References

Index

About the Author

About the author

Michael J. Worth is professor of nonprofit management in the Trachtenberg School of Public Policy and Public Administration at the George Washington University in Washington, DC. He teaches graduate courses related to the governanceand management of nonprofit organizations and to philanthropy and fundraising.Dr. Worth served as vice president for development and alumni affairs at the George Washington University andpreviously as director of development at the University of Maryland. Earlier in his career, he was assistant to the presidentat Wilkes University and director of development at De Sales University. As vice president at the George Washington University, he planned and directed two major campaigns and provided support to the board of trustees.In addition to articles and monographs, Dr. Worth has written or edited various books and textbooks, including sixprevious editions of Nonprofit Management: Principles and Practice. Other recent works include Fundraising: Principles and Practice (2016), Leading the Campaign (2nd edition, 2017), Advancing Higher Education: New Strategies for Fundraising, Philanthropy, and Engagement (co-edited with Matthew T. Lambert, 2019), and Comprehensive Fundraising Campaigns:New Directions for Colleges and Universities (2022).Among other voluntary services, Dr. Worth has been a member of the board of directors of Miriam’s Kitchen, anorganization working to eliminate homelessness in Washington, DC, and a member of the advisory board of the Young Nonprofit Professionals Network, Washington, DC, chapter. Dr. Worth consults on governance, management, and fundraisingwith colleges and universities, national associations and institutions, and nonprofit organizations in various fieldsand sectors.He holds a BA from Wilkes University, an MA in economics from American University, and a Ph D in higher educationfrom the University of Maryland.