Relevant bibliographies by topics / Non-Profit Organizations Management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Non-Profit Organizations Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 July 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Non-Profit Organizations Management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Non-Profit Organizations Management"

1

Savchenko, R., and N. Savchenko. "MANAGEMENT CONTROL IN NON-PROFIT ORGANIZATIONS." Ekonomika ta derzhava, no. 2 (February 28, 2019): 53. http://dx.doi.org/10.32702/2306-6806.2019.2.53.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Dudnieva, Iuliia, Tetiana Obydiennova, and Mariia Vasylieva. "Management Features of Non-Profit Organizations." Modern Economics 21, no. 1 (June 30, 2020): 84–88. http://dx.doi.org/10.31521/modecon.v21(2020)-13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Kristmundsson, Ómar H. "Strategic management of non-profit organizations." Icelandic Review of Politics & Administration 4, no. 1 (June 15, 2008): 65. http://dx.doi.org/10.13177/irpa.a.2008.4.1.3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Lettieri, Emanuele, Francesca Borga, and Alberto Savoldelli. "Knowledge management in non‐profit organizations." Journal of Knowledge Management 8, no. 6 (December 2004): 16–30. http://dx.doi.org/10.1108/13673270410567602.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Milanović, Nikola. "Financial sustainability management non-profit organizations." Odrzivi razvoj 5, no. 1 (2023): 7–17. http://dx.doi.org/10.5937/odrraz2301007m.

Full text
Abstract:
Non-profit organizations are one of the most important segments today, because their actions encourage the growth and development of society. These organizations are characterized by a complex management system with little possibility of applying exclusively economic criteria when defining goals, as well as measuring results, with the presence of a political factor, which conditions poor results in the economy of the non-profit public sector. The application of the so-called of new public management and an integrated management support system are the basis for improving the business success of nonprofit organizations and strengthening the trust of the social community. The aim of this article is to point out the importance of managerial accounting and audit in the management support system, especially that the audit confirms the basis on which managerial accounting relies as the carrier of the management support system. It is, namely, the affirmation of the model of integrated management support in order to improve the quality of public supervision and the overall operation of non-profit public organizations.
APA, Harvard, Vancouver, ISO, and other styles
6

Haruna, Joel Bulus. "Leadership and Management in Non-Profit Organization: Perspective from Nigeria." International Journal for Research in Applied Science and Engineering Technology 9, no. 9 (September 30, 2021): 1346–52. http://dx.doi.org/10.22214/ijraset.2021.38183.

Full text
Abstract:
Abstract: This study is set out to investigate “Leadership and management in nonprofit organization: perspective from Nigeria”. Relevant data were drawn from selected staff and managers from selected non-profit organizations in Lagos, using a wellstructured questionnaire. The result of the findings revealed that there is a significant impact of leadership on the performance of nonprofit organizations in Nigeria and that there is a significant relationship between management and the performance of nonprofit organizations in Nigeria and finally lack of funds and the current economic situation is a problem facing management and leadership of non-profit organizations in Nigeria. It was concluded that managers of non-profit organization must possess extra ordinary qualities of leadership to move their organizations forward. The study recommended that managers in non-profit organizations need to expand their leadership and management skill sets in order to strengthen the organizations and help effectively manage the running’s of these organizations.
APA, Harvard, Vancouver, ISO, and other styles
7

Inic, Branimir, and Marina Bugarcic. "Management trends: Internationalization of non-profit organizations." Tehnika 70, no. 5 (2015): 859–65. http://dx.doi.org/10.5937/tehnika1505859i.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Shemyatikhina, L. Y., and K. S. Shipitsyna. "CRISIS MANAGEMENT SOLUTIONS FOR NON-PROFIT ORGANIZATIONS." Фундаментальные исследования (Fundamental research), no. 7 2020 (2020): 138–42. http://dx.doi.org/10.17513/fr.42817.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Susanti, Illa, Keuis Hera Susanti, Alwi Sihab, and Sasqia Lisna Putri Kusnadi. "Increasing Managerial Capabilities in Non-Profit Organizations in Leles Garut." Pasundan Community Service Development 1, no. 2 (December 15, 2023): 45–48. http://dx.doi.org/10.56457/pascomsidev.v1i2.89.

Full text
Abstract:
This community service activity aims to analyze strategies for increasing managerial capabilities in non-profit organizations in Leles Garut, Indonesia. Non-profit organizations are faced with unique challenges in their management and operations, requiring innovative approaches to increase effectiveness and social impact. The methods used in this activity include literature analysis, surveys of non-profit organizations in Leles Garut, and interviews with organizational leaders. The results of the activities show that technology integration, human resource development, and business strategy adaptation are key factors in improving managerial capabilities. Technology integration, such as the use of digital platforms for project management and data digitization, has been proven to increase operational efficiency. Training also plays an important role in updating the knowledge and managerial skills of staff. Human resource development through leadership training, mentoring programs, as well as regular evaluation and feedback, supports the formation of competent and adaptive teams. In addition, adapting business strategies through SWOT analysis strengthens an organization's capacity to face competition and changing needs. This activity concludes that non-profit organizations in Leles Garut can achieve improved performance and greater social impact by implementing managerial strategies tailored to their local needs and context. These results provide practical guidance for non-profit organizations in developing managerial capabilities, as well as a theoretical contribution to the non-profit organization management literature.
APA, Harvard, Vancouver, ISO, and other styles
10

Megheirkouni, Majd. "Leadership styles and organizational learning in UK for-profit and non-profit sports organizations." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 596–612. http://dx.doi.org/10.1108/ijoa-07-2016-1042.

Full text
Abstract:
Purpose The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports organizations, and the impact of these leadership styles on enhancing organizational learning in these sports organizations. Design/methodology/approach A quantitative questionnaire survey method was adopted. The data were collected from for-profit and non-profit sports organizations in the UK. Findings Management by exception-active in transactional leadership and idealized leadership in transformational leadership seem to be equally important for facilitating organizational learning. The results also revealed significant differences between for-profit and non-profit sports organizations in leadership styles and organizational learning. Research limitations/implications The generalizability of the results for different sports settings or different countries must be examined, given that only some sports organizations under the umbrellas of non-profit and for-profit sectors were used as the target population. The research is limited to the use of moderating variables, such as motivation, organizational structure, culture and innovation, that might attenuate this effect. This study contributes to the field by investigating the direct relationship between leadership styles and organizational learning in a sports setting. Originality/value The originality of this study is its advances of sports leadership research that is linking leadership styles and organizational learning in for-profit and non-profit sports organizations.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Non-Profit Organizations Management"

1

Heggli, Andre. "Knowledge management in Non-Profit Organizations." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-148574.

Full text
Abstract:
The author of this paper seeks to explore what strategies are available for a multinational organization to manage knowledge, and to what extent a non-profit organization (NPO) have applied the same tools for managing knowledge within the organization as a multinational corporation (MNC). Through studying how knowledge flows within a MNC (Nonaka et al., 1995; Polanyi, 1966; Dani, 2006; DeNisi et al., 2003; Szulanski, 1996) and then analyzing the strategies for handling these flows the thesis will have presented a picture of Knowledge Management (KM), the processes for dealing with learning in the organization, which can then be compared to how KM works in a NPO – the World Bank. Through this comparison, this case study shows that all strategies employed by the World Bank are also used in MNCs, giving us the indication that NPOs can adapt KM strategies from MNCs and face many of the same challenges as an MNC does.
APA, Harvard, Vancouver, ISO, and other styles
2

Magnusson, Josef. "The State and Non-profit Organizations." Thesis, Malmö högskola, Fakulteten för hälsa och samhälle (HS), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-25776.

Full text
Abstract:
Denna studie undersöker vilka strategier fyra organisationer från den ideella sektorn använder sig av för att hantera sitt samarbete med staten. Studien tar sitt avstamp i Staffan Johanssons teori om hur påtvingar ideell sektorn ett homogeniseringstryck. Genom att undersöka olika egenskaper hos den ideella sektorn, såsom ideologi, ekonomiska förutsättningar och möjligheten att vara me och påverka undersöks hur organisationerna uppfattar sin roll i samarbetet. Studien visar att ideologin och de ekonomiska förutsättningarna spelar avgörande roll för hur organisationerna kan strukturera både sig själva som organisation liksom deras arbete. I relationen till staten framstår det som viktigt att resursberoendet inte är allt för ensidigt för att organisationerna skall kunna hålla på sin särart och styra sin organisation i en självvald riktning.
This study examines the strategies four organizations from the voluntary sector uses to manage its cooperation with the State. The study takes its starting point in Staffan Johansson's theory of how imposing a non-profit sector with a homogenization pressure. By investigating various characteristics of the voluntary sector, such as ideology, economic conditions and the possibility of criticism, explores how organizations perceive their role in co-operation. The study shows that ideology and the economic environment plays key role in how organizations can structure themselves both as a organization and their work. In relation to the state, it seems important that resource dependence is not too one-sided for organizations to retain its character, ideology and control over their activities.
APA, Harvard, Vancouver, ISO, and other styles
3

Zmiri, Ofer. "Non profit organizations and strategic management : the National Budgeting Conference." Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=69528.

Full text
Abstract:
This study investigates the phenomenon of a communal Jewish organization, the National Budgeting Conference (NBC). In essence, the NBC is in charge of allocating money to national organizations through contributions collected from each local community. This unique arrangement doesn't exist in other Jewish communities around the globe; the common procedure is that every local federation allocates money for the local needs.
The objective of this dissertation is to follow the activities of the NBC from a strategic management point of view. So far, almost the entire body of literature on Jewish organizations stem from a political science and an ethnicity point of view. My assumption is that by conducting the study from a management perspective, I have been able to research topics that usually do not receive a lot of attention in literature about Jewish organizations; some of these topics include whether and to what extent environmental elements in the community, as well as power relations, influence the decision-making process. I also focused on the NBC's structure, outcomes, and chances of survival. I concluded that the NBC operates within a very fluid and unstable environment, and as a result, it will have to monitor its interests carefully and adapt in a slow, incremental fashion if it wishes to increase its chances of survival.
APA, Harvard, Vancouver, ISO, and other styles
4

Kondi, Kondi Jordan. "The utilisation of change management in non-profit organisations: a business necessity." Thesis, Cape Peninsula University of Technology, 2013. http://hdl.handle.net/20.500.11838/1758.

Full text
Abstract:
RESEARCH THESIS Submitted in fulfilment of the requirements for the degree DOCTOR TECHNOLOGIAE: Human Resource Management In the faculty of Business CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2013
A sizeable number of individuals and organisations are not keen to invest or donate significant amounts of cash in non-profit organisations (NPOs) since the results of their donations or investment cannot always be shown or substantiated. Thus, changing from a traditional non-governmental organisation (NGO) to a social enterprise seems to be the only ‘bail-out’ for NPOs should they wish to sustain and maintain their activities. This study investigated the possibility of utilising change management as a tool for NGOs wishing to transition from traditional to social enterprises. The objective was to assess how change management models initially developed for profit/business organisations, could effectively be applied in NPOs. In order to assess the suitability of these models, the study used two types of research methods. The first was theoretical and took the form of a literature review. The second was empirical and was held in the field (experimental). In addition to the consultation of secondary data and the field experiment, the study used other research tools which were: interviews, focus group discussion, direct observation and survey questionnaires. The study found that change management principles developed for profit organisations are also suitable for NPOs, however, certain adaptations are needed to ensure successful implementation of change initiatives in this sector.
APA, Harvard, Vancouver, ISO, and other styles
5

E, 130806 Chen Zhe, and Bijun Sun. "Gender equality in non-profit organizations: Gävle International Red Cross." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-14894.

Full text
Abstract:
Title: Gender equality in non-profit organizations: Gävle International Red Cross Level: Final assignment for Master Degree in Business Administration Authors: Zhe Chen and Bijun Sun Supervisors: Maria Fregidou-Malama and Pär Vilhelmson Date: 2013-May Aim: The study is to investigate the factors that influence gender equality in non-profit organizations. In order to find out the factors, we choose Gävle International Red Cross as the target organization to do the investigation. Method: The study uses qualitative approach to collect the primary data and interview is the source of primary data. We interviewed seven members of Gävle International Red Cross. As for the secondary data, previous theories are the sources, and we also created a theoretical framework based on those theories. Furthermore, we combine the theories and empirical findings to present the discussion chapter. The orders of empirical findings and discussion follow the theoretical framework. Results & Conclusions: After analyzing the data, we find out that organization, culture, management and government’s efforts are four factors having impacts on achieving gender equality in the target organization. Based on the primary and secondary data, there is no ranking for these four factors and all of them are important for the target organization to achieve gender equality. Suggestions for future research: Qualitative approach is the only way to collect primary data, which is helpful for collecting different opinions from the participants. However, it will be more critical and objective for the study to use both qualitative and quantities approach at the same time. Since seven interviewees have participated, the numbers of the participants can be increased, in order to improve the reliability and validity into higher level. Contribution of the thesis: We organize the theories we used and create a theoretical framework which is useful for connecting gender equality into non-profit organizations. This study can motivate managers to consider gender equality during managing their organizations. Key words: Gender equality, management, non-profit organization, culture
APA, Harvard, Vancouver, ISO, and other styles
6

Klaver, Sofie, and Donna-Maria Maalouf. "Interorganizational learning through collaboration in the non-profit sector." Thesis, Malmö universitet, Institutionen för Urbana Studier (US), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-43173.

Full text
Abstract:
In 2015, Swedish Non-Profit Organizations (NPOs) served as the backbone of society, assisting 162.877 immigrant refugees escaping conflict zones throughout the world. As the thrive to include newcomer refugees in the Swedish society continues, non-profits are facing numerous of challenges such as operating in highly competitive environments marked by shrinking grant budgets and increased pressure to provide long-term impact. To achieve optimal NPO organizational sustainability, the non-profit sector must therefore interact and learn how to address the aforementioned difficulties collectively. Furthermore, existing studies emphasizes the scarcity of research on learning through non-profit collaboration, as the knowledge management and organizational learning field has mostly concentrated on the for-profit sector rather than the non-profit sector. To fill this research gap, this study uses a qualitative approach to investigate NPO perceptions of interorganizational learning through collaboration, conducting ten semi-structured interviews with NPO employees working with newcomer refugees in Sweden. The results indicated that the NPOs’ learning outcomes connected to the need for collective sensemaking of the Swedish government’s new migration policies, which had a significant influence on the target groups prospects of remaining in Sweden. Moreover, the NPOs learned from unsuccessful collaborations, resulting in changes to the organizations’ routines and processes aimed at improving future collaborations. As a consequence, learning outcomes were incorporated into their organizational memory through digital Knowledge Management Systems such as Google Drive and Rise-Up. They were, however, heavily reliant on people’s willingness to share tacit and explicit knowledge, as well as an organizational culture that encouraged them to knowledge share. As a result, most non-profits either did not upgrade these systems at all or did not have the technological infrastructure to do so in the first place.
APA, Harvard, Vancouver, ISO, and other styles
7

So, Chou Ian. "Marketing for non-profit organizations : a case study of Macau Red Cross." Thesis, University of Macau, 2001. http://umaclib3.umac.mo/record=b1636771.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rojas, Laura, and Marcela Figueroa. "Selecting and Prioritizing Projects : A study on Intergovernmental and Non-profit Organizations." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-145092.

Full text
Abstract:
Nowadays, organizations are shifting towards project-based management strategies in order to implement more flexible structures that allow them to respond and compete in complex business environments. In this way, project management has been regarded as a valuable competence, providing the organization and its management teams the opportunity to adapt the knowledge, skills and tools necessary to meet project requirements as well as organizational goals. Among the wide array of decisions project managers have to evaluate project selection (PS) and project prioritization (PP) are crucial in order to maximize stakeholder’s value through the effective management and allocation of resources to projects that are in alignment with the organization’s strategic objectives. Moreover, the integration of management techniques, guidelines and practices has also become a necessity for intergovernmental (IGOs) and non-profit organizations (NPOs), especially because they do not possess a conventional bottom line and in most instances, their main goal is rarely profit maximization. Although the main objective of operations of IGOs and NPOs is also success, this is difficult to be defined and evaluated. As a matter of fact, studies related to project management in IGOs and NPOs argue that the literature available has ignored the public good sector to a great extent, since the majority of the portfolio management tools available are tailored for commercial and for-profit organizations (FPOs). Consequently, this study explores the project portfolio management (PPM) process in intergovernmental and non-profit organizations focusing specifically on the decision-making process regarding project selection and prioritization. It provides an understanding of the main criteria these organizations take into consideration when selecting and prioritizing projects and the impact these methodologies have in terms of achieving project and organizational success. In addition, it examines the role of the project management office (PMO) and individual project managers based on their influence on the decisions concerning project selection and prioritization, as well as project success and organizational success. The key findings of this study confirm the relevance of the priorities determined by the main stakeholders as one of the principal criteria for project selection, followed by the allocation of funding and resources and the need for strategic alignment. Furthermore, in terms of determining a ranking among the selection criteria, this study has found that within these organizations all the different requirements encompassed in the selection process should be treated as equal. Additionally, it has been possible to determine that for intergovernmental and non-profit organizations the project selection and project prioritization phases are not isolated from one another; and are in fact treated as on single criteria. Conversely, the findings of this study contradict the proposition that the project management office is highly influential in the decision-making process of IGOs and IGOs; however, it emphasizes the role of the project manager in project and organizational success as highly valuable since they possess the hard and soft project management skills that increase the chances to achieve the organizational goals.
APA, Harvard, Vancouver, ISO, and other styles
9

Tazlo, Tamas Arpad, and Zain Ul-Abedeen. "Exploring the relationship betweenTacit Knowledge Sharing andSelf-Efficacy : A Study in For-Profit and Non-profit Organizations." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35880.

Full text
Abstract:
Tacit Knowledge Sharing and Self-Efficacy are well developed concepts within the academicfields of Knowledge Management and Social Cognitive Theory. The purpose of the study wasto investigate the antecedents and the relationship between the two concepts in for-profit andnon-profit organisations. The study employed Ipe’s model of knowledge sharing to TacitKnowledge Sharing and Albert Bandura’s contribution to Self-Efficacy. A qualitative studywas conducted and the authors collected data through semi-structured interviews which werelater analysed through a process of content analysis. The findings show that sources ofinformation for self-efficacy judgements can be influenced by the occurrence of TacitKnowledge Sharing. Organisations can benefit from these findings by incorporatingopportunities to share tacit knowledge into their working routines, helping their employeescirculate knowledge and increase their sense of self-efficacy
APA, Harvard, Vancouver, ISO, and other styles
10

Storhannus, Peter, and Linnéa Larsson. "Understanding leadership in successful non-profit organizations : A case-study of IKSU." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1541.

Full text
Abstract:

Abstract

Type of thesis: Bachelor thesis

Number of pages: 98

Title: Understanding leadership in successful Non-profit organizations: a case-study of IKSU

Authors: Linnéa Larsson, Peter Storhannus

Supervisor: Jessica Eriksson

Date: 2008-01-24

Summary:

Most leadership research has made within regular corporations or public sector organizations in the business world. However, the research on leadership in the non-profit organizations (NPOs) has been scarce even though these organizations play an important part in society and the economy as well. It is argued that leadership in NPOs is different from that of a for-profit organization due to the different preconditions that exist in a non-profit organization.

The research question of this thesis is therefore; “what characterizes leadership in NPOs and what leadership styles can be found?”.

Our purpose with this thesis is to provide an understanding of the leadership in a successful non-profit organization. More specifically, understand the leadership at IKSU. We identify IKSU as a combination between a mutual benefit organization and a voluntary association. We have chosen to make a case study by interviewing managers in different positions at the successful non-profit organization IKSU located in Umeå.

The interviewees also answered a questionnaire about their leadership as a complement to the interviews. Further, a questionnaire was sent out to the interviewed managers’ employees in order to receive better contextual understanding about their self-perceived leadership. Literature about NPOs and leadership in both NPOs and for-profit organization has been used. Two frameworks are central throughout the thesis; the situational leadership model constructed by Hersey & Blanchard (1981) have been used to analyze and understand the leadership styles and the four cornerstones of leadership by Ekstam (2002) have been used to construct the interview guide and to analyze the leaders’ roles in the organization.

The results have shown that he leadership styles that we can find at IKSU are supporting and coaching and that the leaders most developed roles are the roles as developers and teambuilders. We conclude that the use of high supportive behaviour might be due to both the fact that they have such close relationships between leaders and subordinates that the leaders feel uncomfortable adopting a low task/low relationship style, as that could instead damage the close relationship and lead to lower motivation and commitment from the employee. Another reason to use high relationship leadership style is due to that there exist no clear goals within the organization. The leaders work close together with their employees and the employees seem to work independently, thus with the support from the leaders. They let the employees be part of the decision making processes and they take care of the employees skills and knowledge rather than doing everything themselves. Further, they lead the employees through the constantly changing organization and understand that the organization have to develop since the profits have to be reinvested which will lead to further development of the organization.

APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Non-Profit Organizations Management"

1

M, Oster Sharon, ed. Management of non-profit organizations. Aldershot, Hants, England: Dartmouth, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

McLaughlin, Curtis P. The management of non-profit organizations. New York: Wiley, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Jegers, Marc. Managerial economics of non-profit organizations. Abingdon [England]: Routledge, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Alfred, Vernis, ed. Non-profit organizations: Challenges and collaboration. New York: Palgrave Macmillan, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

T. L. C. M. Groot. Financieël management van non-profit organisaties. Groningen: Wolters-Noordhoff, 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Jegers, Marc. Managerial economics of non-profit organizations. Abingdon [England]: Routledge, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

1940-, Hopt Klaus J., and Hippel Thomas von 1972-, eds. Comparative corporate governance of non-profit organizations. New York: Cambridge University Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Poll, J. E. Marketing en non-profit: Een contradictie? Deventer: Kluwer, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Fishman, James J. Non profit organizations: Cases and materials. Westbury, N.Y: Foundation Press, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Hopt, Klaus J. Comparative corporate governance of non-profit organizations. New York: Cambridge University Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Non-Profit Organizations Management"

1

Domingues, Ivo, and José Cunha Machado. "Lean Thinking in Non-profit Organizations." In Management and Industrial Engineering, 71–107. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-44909-8_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Wadongo, Billy, and Magdy Abdel-Kader. "Performance Management in Non-Profit Organizations." In Review of Management Accounting Research, 450–78. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230353275_17.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Quelle, Guido. "Non-Profit Organizations: “No Profits” Is No Excuse." In Management for Professionals, 133–48. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32787-2_9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Bynum, Tina, Heriberto Urby, and Arthur J. Simental. "Professionals and Volunteers in Non-Profit Organizations." In The Distributed Functions of Emergency Management and Homeland Security, 134–57. Boca Raton: CRC Press, 2023. http://dx.doi.org/10.4324/9781003350729-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Valcik, Nicolas A., Meghna Sabharwal, and Teodoro J. Benavides. "Public and Non-Profit Organizations Versus Private Industry Needs." In Management for Professionals, 81–97. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75111-1_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Tesch, Carsten. "Failure in Public Relations: Non-profit Organizations Facing Growing Challenges." In Strategies in Failure Management, 141–54. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72757-8_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Karakaya, Elif, and Gencay Karakaya. "Developing a Risk Management Framework and Risk Assessment for Non-profit Organizations: A Case Study." In Contributions to Management Science, 297–308. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-47172-3_20.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

"Non-profit organizations." In Strategic Management Accounting, 227–32. Routledge, 2012. http://dx.doi.org/10.4324/9780080937922-20.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Boice, William L. "Non-Profit Leadership Success." In Encyclopedia of Strategic Leadership and Management, 485–506. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch035.

Full text
Abstract:
While leadership has been studied extensively, non-profit organizational leadership has received little attention. The attention received mostly looks at senior executives and managers within the organization. As these organizations have small staffs and a large volunteer workforce, it would seem prudent to understand if what the leaders espouse is understood and followed by those that work in their organization. This chapter will look at a small, community based non-profit organization and discuss the role of a non-profits' leader in providing a vision and mission for the organization. It will utilize a volunteer satisfaction survey conducted by the organization, observations and interviews to understand workforce perceptions of the organizations vision, mission and culture. The results indicate that the volunteers have knowledge of the vision and mission statement, and easily assimilate in the culture of the organization.
APA, Harvard, Vancouver, ISO, and other styles
10

Baez, Maria D. "Organizational Diagnosis Approaches With Non-Profit Organizations." In Advances in Human Resources Management and Organizational Development, 331–47. IGI Global, 2023. http://dx.doi.org/10.4018/978-1-6684-8691-7.ch020.

Full text
Abstract:
An organizational diagnosis is a vital tool for process improvement in ineffective organizations. It involves thoroughly examining an organization's structure, culture, and systems to identify areas that require improvement. Organizational diagnosis is essential because it helps organizations identify the root causes of their problems and develop practical solutions. By conducting an organizational diagnosis, ineffective organizations can identify areas that require improvement, such as poor communication, inadequate leadership, lack of employee engagement, or outdated technology. Once these areas are identified, the organization can develop an action plan to address the issues and improve its processes. This chapter explores the complex nature of that approach to provide a roadmap for those in the practice world to engage in this process.
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Non-Profit Organizations Management"

1

"Financial Disclosure of Non-Profit Organizations." In International Conference on Education, Management, Computer and Society. Scholar Publishing Group, 2021. http://dx.doi.org/10.38007/proceedings.0001817.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

HOLM, KRISTEN, KELLY KIRKPATRICK, and DINESH RATHI. "FROM FOR-PROFIT ORGANIZATIONS TO NON-PROFIT ORGANIZATIONS: THE DEVELOPMENT OF KNOWLEDGE MANAGEMENT IN A PUBLIC LIBRARY." In Managing Knowledge for Global and Collaborative Innovations. WORLD SCIENTIFIC, 2009. http://dx.doi.org/10.1142/9789814299862_0028.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

MORALES-ARROYO, MIGUEL A., YUN-KE CHANG, and SAMANTHA K. HASTINGS. "COLLABORATIVE PROCESS IN KNOWLEDGE MANAGEMENT PRACTICES BETWEEN NON-PROFIT ORGANIZATIONS." In Proceedings of the 2005 International Conference on Knowledge Management. WORLD SCIENTIFIC, 2005. http://dx.doi.org/10.1142/9789812701527_0011.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Rosnerova, Zuzana, and Dagmar Hraskova. "Human Resources Management in the Environment of Non-profit Organizations." In Fifth International Conference on Economic and Business Management (FEBM 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201211.126.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Małecka-Dobrogowska, Marta. "PROJECT... AND THEN WHAT? PROJECTIFICATION AS AN INSTRUMENT FOR IMPROVING THE CAREER OF MANAGERS OF NON-PROFIT ORGANIZATIONS." In 10th IPMA Research conference: Value co-creation in the project society. International Project Management Association, Serbian Project Management Association, 2022. http://dx.doi.org/10.56889/iidi9061.

Full text
Abstract:
BACKGROUND: Development of civil society occurs in various forms. One form of development is the activity of non-profit organizations, visible in the increase in number of foundations and associations around the world, as well as in Poland. The activities of these organizations in the corporate sector and the public sector are carried out through a sequence of implemented projects. Contemporary management trends penetrate the world of non-profit organizations. This is a result of progressive globalization and unification of management methods, leading to progressive temporalization, professionalization, hybridization, or automation of processes. In particular, the phenomenon of all-encompassing projectification and its identified variations, such as ‘euro-projectification’ (projects based on programs of the European Union institutions) can be observed when projects replace any activity taking place in the organization, in connection with the organization’s employees, or its environment. ASSUMPTIONS/APPROACH: The scientific debate on the phenomenon of projectification concerns the management of enterprises or projects in the public sector. A much smaller, almost negligible percentage of researchers concern themselves with aspects and consequences of projectification in the management of non-profit organizations (NPO). To contribute to the scientific discussion on projectification, the author will present the consequences of this phenomenon on the example of managers of Polish non-profit organizations. The aim of the study was to analyse managers’ experience of the process of projectification and to gain an understanding of how this phenomenon changed the way they manage their non-profit. METHODOLOGY: The data presented in this study concern 204 NPO managers. The results of the study were extracted from a representative survey conducted in Poland on a sample of 385 non-profit organizations. To fully illustrate this phenomenon, the study was supplemented with quantitative data from ten interviews conducted with NPO managers. The aim of the discussions was to collect more general data on the consequences of managing an increasing number of projects.
APA, Harvard, Vancouver, ISO, and other styles
6

Quan, Yongbo. "On the Cooperation Mechanism between Government and Non-Profit Organizations." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5999422.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Myroshnychenko, A. V. "Prospects of regulatory support of non-profit housing organizations functioning." In INFLUENCE OF EUROPEANIZATION ON PUBLIC MANAGEMENT AND ADMINISTRATION IN UKRAINE. Baltija Publishing, 2022. http://dx.doi.org/10.30525/978-9934-26-249-4-11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Jiang, Leping. "Research on Accounting System of Government and Non-profit Organizations." In 8th International Conference on Management and Computer Science (ICMCS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icmcs-18.2018.21.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chen, Zhixiong, and Ivan Arellan. "Better Compliance Management Using Service Oriented Approach for Non-profit Organizations." In 2009 IEEE Congress on Services (SERVICES). IEEE, 2009. http://dx.doi.org/10.1109/services-i.2009.118.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Lin, Yuting. "Government Management Model of Non-profit Organizations Based on E-government." In ICCCM 2019: The 7th International Conference on Computer and Communications Management. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3348445.3348464.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Non-Profit Organizations Management"

1

Vasilenko, L. A., P. P. Makagonov, V. G. Chumak, L. P. Goverdovskaya, and T. E. Vodovatova. Interaction of municipal and state management structures with non-profit public organizations. ANO-Izdatelstvo-SNC-RAN, 2002. http://dx.doi.org/10.18411/vasilenko-2-12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Non-Profit Organizations Management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography