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More About This Title The Nonprofit Organizational Culture Guide: Revealing the Hidden Truths That Impact Performance
English
Praise for The Nonprofit Organizational Culture Guide
"This is an important book for consultants and managers who work with nonprofit organizations. The Nonprofit Organizational Culture Guide lays out basic theory about how nonprofits come to be and how they operate, and it demonstrates how important the concept of culture is to understanding this important sector of our society." —Edgar H. Schein, professor of management, emeritus, MIT Sloan School of Management
"This book is a must-read for nonprofit executives! The authors spell out the themes, beliefs, and assumptions that are unique to nonprofits, regardless of their size or mission, ultimately revealing how 'culture' manifests itself in organizations." —Darryl A. Jones, Sr., CEO, Maryland Association of Nonprofit Organizations
"This is the book that the nonprofit community has needed for a long time. The authors provide a compelling assessment tool that all organizations can use. This book is essential to understanding how nonprofits work and why they do, or do not, achieve the outcomes and missions they set for themselves."—Flo Green, vice president, IdeaEncore Network
"Anyone who works in a group and relies on others to get things done will benefit from this book. Readers will discover how the environment of an organization influences how decisions are made and, ultimately, how things get done." —Natalie Abatemarco, director of North America community programs, Citigroup, Inc.
"Every organization has culture, recognized or not. And that culture plays a powerful role in shaping the way people act within that context. The insights, frameworks, and tools in this book will help people become more astute within their organizational cultures." —Brian Fraser, lead provocateur, Organization Jazzthink
English
Paige Teegarden (Oakland, MD) is the founder and president of Think Outside, a consulting firm specializing in nonprofit strategic planning, executive leadership transition, team building, and organizational assessment/evaluation processes (www.thinkoutside.net). With more than 15 years' experience helping organizations of all sizes improve their performance, she is the author of numerous articles and reports. A member of the American Management Association (10K+ members), Paige has a Masters in Public Policy from Johns Hopkins University and a BA in Political Science from Davidson College, NC.
Denice Hinden (Silver Spring, MD) is the founder and president?of Managance Consulting and Coaching, which focused on transformational strategic planning and leadership transition planning with nonprofits, philanthropies, public agencies, and socially responsible companies (www.managance.com). With?25 years of experience in nonprofit leadership and management, organization development, research and training, she is an Associate Certified Coach (ACC) through the International Coach Federation (30K members) and a member of Coachville (10K members), Denice has an M.S. in Human Services from Nova Southeastern University and a Ph.D. in Public Administration from Florida International University.
Paul Sturm (Baltimore, MD) teaches in the University of Baltimore's Community Studies & Civic Engagement Program as well as the Nonprofit Management Program at the College of Notre Dame of Maryland (400+ enrolled). On the cutting edge of nonprofit capacity building and leadership development for the past 25 years, he founded and led two organizations acclaimed as national models for their innovations and outcomes and currently works with nonprofit capacity-building organizations and state associations. The author of articles and reports on nonprofit leadership and management, Paul attended the Harvard Kennedy School.
English
Foreword.
Preface.
Introduction: How to Get at Hidden Truths.
One Nonprofit Culture.
Two Six Examples of Nonprofit Culture in Action.
Three Revealing Organizational Culture.
Four Reflections on Organizational Culture.
Five Recommendations for Nonprofit Leaders and Capacity Builders.
Appendix A Sector Informants.
Appendix B Organizational Culture Diagnostic Tools.
Appendix C About Mind Maps and Mind Mapping.
Notes.
Bibliography.
About the Authors.
Acknowledgments.
Index.
