Books: 'Specifics of non-profit organization management'

1

Setterberg, Fred. Beyond profit: The complete guide to managing the non-profit organization. New York: Harper & Row, 1985.

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2

Drucker, Peter F. Managing the non-profit organization: Practices and principles. New York, N.Y: HarperCollins, 1990.

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Drucker, Peter F. Managing the non-profit organization: Practices and principles. New York, N.Y: Collins Business, 2005.

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4

Drucker, Peter F. Managing the non-profit organization: Practices and principles. Oxford: Butterworth-Heinemann, 1992.

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5

Grobman, Gary M. Improving quality and performance in your non-profit organization. Harrisburg, PA: White Hat Communications, 1999.

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6

Drucker, Peter F. Managing the non-profit organization: Practices and principles. New York, N.Y: HarperCollins, 1990.

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7

Drucker, Peter F. Managing the non-profit organization: Practices and principles. Oxford: Butterworth-Heinemann, 1990.

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8

Drucker, Peter F. Managing the non-profit organization: Practices and principles. New York, N.Y: HarperBusiness, 1992.

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9

Pappas, Alceste T. Reengineering your non profit organization: A guide to strategic transformation. New York: Wiley, 1996.

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10

Perry, Herb. The board a winning team: An orientation book for every director on the board of a non profit organization. Owen Sound, Ont: Big Bay Publishing, 1990.

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11

Ivanov, Gennadiy. Economics of a trade organization. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1016647.

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The materials presented in the textbook are devoted to such business areas as trade. The article considers the specific characteristics of trade organizations specializing in the purchase and sale of food and non-food consumer goods, and distinguishes them from all other economic entities. Meets the requirements of the Federal state educational standards of higher education of the latest generation. It is intended for students studying in the fields of "Economics", "Management", "trade". It may also be useful for practitioners.

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12

1942-, Wagner Richard J., and Weigand Robert J, eds. Do it-- and understand!: The bottom line on corporate experiential learning. Dubuque, Iowa: Kendall/Hunt Pub. Co., 1995.

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13

M, Hollister Robert, and Hodgkinson Virginia Ann, eds. Governing, leading, and managing nonprofit organizations: New insights from research and practice. San Francisco: Jossey-Bass Publishers, 1993.

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14

Gray, Sandra T. Evaluation with power: A new approach to organizational effectiveness, empowerment, and excellence. San Francisco: Jossey-Bass, 1998.

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15

John Carver on board leadership: Selected writings from the creator of the world's most provocative and systematic governance model. San Francisco, Calif: Jossey-Bass, A Wiley Co., 2002.

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16

Drucker, Peter F. Managing the Non-Profit Organization. Taylor & Francis Group, 2016.

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17

Managing a Non-Profit Organization. Fireside, 1990.

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18

Nason, Richard. Risk Management for the Non-Profit Organization. Business Expert Press, 2020.

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19

Harley, Gale. Creating and Managing a Non-Profit Organization. Nova Science Publishers, Incorporated, 2015.

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20

Matthew, Arnold, and Federick Long. Environmental Partnerships: Non-Profit Organization Handbook. Dryden Press, 1994.

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21

Arnold, Matthew, and Federick Long. Environmental Partnerships: Non-Profit Organization Handbook. Dryden Press, 1994.

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22

Ball, Carolyn, Kenneth L. Nichols, and Harold F. Gortner. Organization Theory: A Public and Non-Profit Perspective. 3rd ed. Wadsworth Publishing, 2006.

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23

Temme, Jim. Customer Service in a Non-Profit Organization (Volunteer Management Series). Heritage Arts Publishing, 1989.

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24

MCLAUGHLIN, CP. Mclaughlin Tm Instructor'S Man to Accompany the Management of Non-Profit Organization. John Wiley & Sons Inc, 1986.

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25

Christian, Horak, Eschenbach Rolf, and Weger Alexander, eds. Die Zukunft der Evangelischen Kirche in Wien: Ein Managementkonzept für eine Non-Profit-Organization. Wien: Evangelischer Presseverband im Österreich, 1993.

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26

Hamilton, Matt. How to Start, Operate and Fund a Non-Profit Mental Health and Substance Abuse Organization: With special sections on Primary Care and Pharmacotherapy. AuthorHouse, 2005.

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27

Ponti, Cesare, Paola Schwizer, Floricel Rugiero, Riccardo Bua Odetti, Giacomo Guerrini, Jennifer Hoffman, and et alia. Governance e strategia per la gestione dei rischi nelle imprese non finanziarie. AIFIRM, 2020. http://dx.doi.org/10.47473/2016ppa00024.

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The “Corporate Risk Governance & Control” Commission, composed of risk managers, working for the top leading companies and financial institutions, many of which are publicly listed, as well as academics and board members, worked together to produce a position paper that aspires to provide principles and best practices regarding strategic risk management and risk governance. In particular, the document provides a framework, applicable to non financial companies based on their specific profiles, that integrates the general requirements established by the standard setters (i.e. the Code of Corporate Governance for publicly listed companies, the COSO Framework 2017, ISO 31000:2018 and banking and financial sector regulations) while taking into consideration elements of differentiation, uniqueness and different organizational and managerial approaches to affront risk The document is composed of two main sections: "Risk Governance” and “Risk & Strategy". In the first section, roles and responsibilities regarding risk management are addressed, starting from the importance to diffuse a risk culture consistent with mission, vision and company values to outlining the benefits of adequate organizational principals and governance. Once clarifying the difference between the first, second and third level of defense, the section concludes with a detailed analysis dedicated to the role of the Chief Risk Officer, in which the requirements of professionalism and independence are underlined as well as the key role played in the consolidation of a holistic view of the risk profile within the organization. In the second section of the position paper, ample space is dedicated to the Risk Appetite Framework, a fundamental tool to connect the business strategy and punctual risk quantification. The objective is to offer guidelines to define the risk appetite within a company. The final section of the paper proposes some suggestions for risk classification considering a portfolio view, as well as ulterior reflections regarding risk quantification, highlighting also some of the principle approaches to targeted evaluations and the drafting of a strategic plan pondered around risk.

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28

GROUP, GALE. By the Numbers: Nonprofit Organization : A Statistical Guide to Nonprofit Organizations (By the Numbers Series). Gale Group, 1998.

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29

1945-, Dove Kent E., ed. Conducting a successful development services program: A comprehensive guide and resource. San Francisco, CA: Jossey-Bass, 2002.

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30

Martin, Vicky L., Kathy K. Wilson, Mary M. Bonk, Sarah C. Beggs, and Kent E. Dove. Conducting a Successful Development Services Program. Jossey-Bass, 2001.

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31

Hollister, Robert M., and Dennis R. Young. Governing, Leading, and Managing Nonprofit Organizations: New Insights from Research and Practice (Jossey Bass Nonprofit & Public Management Series). Jossey-Bass Inc Pub, 1992.

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32

Roland, Christopher, Robert Weigand, and Richard Wagner. Corporate Experiential Learning. Kendall/Hunt Publishing Company, 1994.

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33

Associates, and, and Sandra Trice Gray. Evaluation with Power: A New Approach to Organizational Effectiveness, Empowerment, and Excellence (The Jossey-Bass Nonprofit and Public Management Series). Jossey-Bass, 1997.

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34

Gray, Sandra Trice. Evaluation with Power: A New Approach to Organizational Effectiveness, Empowerment, and Excellence. Wiley & Sons, Incorporated, John, 2008.

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35

Knape, Hans. The roles and responsibilities of the anaesthesiologist. Edited by Philip M. Hopkins. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199642045.003.0032.

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Anaesthesia, being a relatively young medical specialty, has undergone a process of metamorphosis in the last 60 years. Modern principles of pathophysiology, technical developments, and new pharmacological principles have enhanced the potential of anaesthesia in the operating room, causing several subspecialties to develop. These subspecialties have enabled anaesthesiologists to better serve groups of patients with particular challenges and specific demands. The competences of anaesthesiologists in the pathophysiology of pain, pharmacology, and regional anaesthesia techniques enabled them to take the lead in the development of pain clinics, especially serving the increasing population of patients with chronic pain syndromes, often in close collaboration with experts from other disciplines. A similar development occurred in critical care medicine based on the expertise of anaesthesiologists in ventilatory and circulatory management and also in emergency medicine. With their overview of anaesthesia, intensive care medicine, and emergency medicine, anaesthesiologists are now in a position to lead in the whole perioperative process, not only in the medical management of individual patients but also in the logistic and organizational aspects of care. With further developments in information technology, in telemedicine, and rapid changes in society, with the increased demand of care in times of limited financial resources, a strong appeal will be made to anaesthesiologists to show leadership and cross boundaries. An increased focus on teamwork with surgeons, non-medical professionals, but also with managers and insurance companies in healthcare may open new horizons for the specialty of anaesthesiology and perioperative medicine.

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36

Guidelines for Diagnosing and Managing Disseminated Histoplasmosis among People Living with HIV. Organización Panamericana de la Salud, 2020. http://dx.doi.org/10.37774/9789275122488.

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Histoplasmosis is a disease caused by the fungus Histoplasma capsulatum. This disease is highly endemic in some regions of North America, Central America, and South America and is also reported in certain countries of Asia and Africa. It often affects people with impaired immunity, including people living with HIV, among whom the most frequent clinical presentation is disseminated histoplasmosis. The symptoms of disseminated histoplasmosis are non-specific and may be indistinguishable from those of other infectious diseases, especially disseminated tuberculosis (TB), thus complicating diagnosis and treatment. Histoplasmosis is one of the most frequent opportunistic infections caused by fungal pathogens among people living with HIV in the Americas and may be responsible for 5–15% of AIDS-related deaths every year in this Region. These guidelines aim to provide recommendations for the diagnosis, treatment, and management of disseminated histoplasmosis in persons living with HIV. Although the burden of disease is concentrated in the Americas, the recommendations presented within these guidelines are applicable globally. These guidelines were produced in accordance with the World Health Organization (WHO) handbook for guideline development. The Guideline Development Group elaborated the final recommendations based on a systematic review of scientific literature and critical evaluation of the evidence available using the Grading of Recommendations, Assessment, Development, and Evaluation (GRADE) approach. These guidelines are intended for health-care providers, HIV program managers, policy-makers, national treatment advisory boards, researchers, and other professionals involved in caring for people who either have or may be at risk of developing disseminated histoplasmosis.

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37

Carver, John. John Carver on Board Leadership. Wiley & Sons, Incorporated, John, 2007.

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38

Cadbury, Sir Adrian, and John Carver. John Carver on Board Leadership. Jossey-Bass, 2001.

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39

De Laurentis, Giacomo, Eugenio Alaio, Elisa Corsi, Emanuelemaria Giusti, Marco Guairo, Carlo Palego, Luca Paulicelli, et al. Rischio di credito 2.0. AIFIRM, 2021. http://dx.doi.org/10.47473/2016ppa00030.

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The EBA Guidelines on loan origination and monitoring (hereinafter "GL LOM") undoubtedly represent a substantially new piece of the banking regulatory framework. In fact, for the first time, the regulator moves into a topic that was traditionally outside the scope of financial regulation, so far almost exclusively focused on aspects directly linked to both micro- and macro-prudential stability, notably through capital and liquidity management requirements and guidelines on Business Model and Internal Governance. The credit management process, and in particular loan origination and monitoring, has always been typically considered as a business issue under sole responsibility of banks, as it is considered one of the "core" processes (if not the "core" process) of the banking business. As a matter of fact, since the issue of the capital requirement regulation (i.e., Basel II and Basel III), and the introduction of the use requirements for the rating systems, the regulator moved very close, but not yet, to prescribe specific credit assessment criteria, while dictating methodological and organizational requirements for the authorization of the rating systems, and leaving substantial freedom to banks to define their own models and embedded assessment criteria and indicators. With the GL LOM, the regulator takes a further step, remarkably beyond its traditional remit, dictating principles and rules for the evaluation of the credit quality of borrowers. The starting point for this new approach from the regulator can be found in the ECB guidelines on Non-Performing Loans, later endorsed by the Bank of Italy Guidelines for Less Significant Banks, aimed at encouraging banks to define their NPL management processes and establish reduction plans to achieve NPL ratio targets in line with the regulator's expectations. Consistently with the focus on NPL, the regulation on Calendar Provisioning, amending the CRR was issued; as being a Regulation, it involves all banks, and not only significant ones (for which the ECB Addendum also applies). In addition, the new definition of default (the so-called "new Dod") has defined stricter criteria for the transition of exposures to the default status and also made the return of "cured" exposures to the performing status more difficult. The combined effect of these regulatory changes has been to make the default of counterparties not only more probable but also much more "expensive" for the banks. The natural “next step” of these regulatory changes was to "move backward" into the management process covering loan origination and monitoring . The EBA's stated objective with the issuance of the GL LOM is to define "robust and prudent" standards of lending practices so as to maintain a low level of NPLs in the future. Therefore, the focus of the GL LOM is the definition of requirements (some outlined as prescriptions, others in terms of principles) for the creditworthiness assessment of counterparties and for the management of the related data and information. Notwithstanding the fact that the Final Report has articulated the principle of proportionality much more clearly as compared to the Consultation Paper, the GLs set out three macro-categories of counterparties for which specific requirements are defined: • Individuals • Micro and small businesses • Medium and large companies. The GL LOM also provide recommendations about the valuation of guarantees both at origination and during ongoing monitoring, encouraging the use of advanced statistical models. The GL LOM focus on real estate guarantees, while financial collateral is outside the scope of the GL LOM. In the mind of the regulator, the GL LOM should not only reflect industry practices, but also incorporate the latest supervisory guidance on lending, and provide the stimulus to include ESG, AML/CTF and the use of innovative technologies into banking origination and, where applicable, monitoring processes.

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40

Lema Vélez, Luisa Fernanda, Daniel Hermelin, María Margarita Fontecha, and Dunia H. Urrego. Climate Change Communication in Colombia. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190228620.013.598.

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Colombia is in a privileged position to take advantage of international climate agreements to finance sustainable development initiatives. The country is a signatory of the United Nations Framework Convention on Climate Change (UNFCCC), the Kyoto Protocol, and the Paris Agreements. As a non-Annex I party to the UNFCCC, Colombia produces low emissions in relation to global numbers (0.46% of total global emissions for 2010) and exhibits biogeographical conditions that are ideal for mitigation of climate change through greenhouse gas sequestration and emission reductions. Simultaneously, recent extreme climatic events have harshly compromised the country’s economy, making Colombia’s vulnerability to climate change evident.While these conditions should justify a strong approach to climate change communication that motivates decision making and leads to mitigation and adaptation, the majority of sectors still fall short of effectively communicating their climate change messages. Official information about climate change is often too technical and rarely includes a call for action. However, a few exceptions exist, including environmental education materials for children and a noteworthy recent strategy to deliver the Third Communication to the UNFCCC in a form that is more palatable to the general public. Despite strong research on climate change, particularly related to agricultural, environmental, and earth sciences, academic products are rarely communicated in a way that is easily understood by decision makers and has a clear impact on public policy. Messages from the mass media frequently confuse rather than inform the public. For instance, television news refers to weather-related disasters, climate variability, and climate change indiscriminately. This shapes an erroneous idea of climate change among the public and weakens the effectiveness of communications on the issue.The authors contrast the practices of these sectors with those of nongovernmental organizations (NGOs) working in Colombia to show how they address the specific climate communication needs facing the country. These NGOs directly face the challenge of working with diverse population groups in this multicultural, multiethnic, and megadiverse country. NGOs customize languages, channels, and messages for different audiences and contexts, with the ultimate goal of building capacity in local communities, influencing policymakers, and sensitizing the private sector. Strategies that result from the work of interdisciplinary groups, involve feedback from the audiences, and incorporate adaptive management have proven to be particularly effective.

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41

Jiménez, Catalina, Julen Requejo, Miguel Foces, Masato Okumura, Marco Stampini, and Ana Castillo. Silver Economy: A Mapping of Actors and Trends in Latin America and the Caribbean. Inter-American Development Bank, 2021. http://dx.doi.org/10.18235/0003237.

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Latin America and the Caribbean, unlike other regions, is still quite young demographically: people over age 60 make up around 11% of the total population. However, the region is expected to experience the fastest rate of population aging in the world over the coming decades. This projected growth of the elderly population raises challenges related to pensions, health, and long-term care. At the same time, it opens up numerous business opportunities in different sectorshousing, tourism, care, and transportation, for examplethat could generate millions of new jobs. These opportunities are termed the “silver economy,” which has the potential to be one of the drivers of post-pandemic economic recovery. Importantly, women play key roles in many areas of this market, as noted in the first report published by the IDB on this subject (Okumura et al., 2020). This report maps the actors whose products or services are intended for older people and examines silver economy trends in the region by sector: health, long-term care, finance, housing, transportation, job market, education, entertainment, and digitization. The mapping identified 245 actors whose products or services are intended for older people, and it yielded three main findings. The first is that the majority of the actors (40%) operate in the health and care sectors. The prevalence of these sectors could be due to the fact that they are made up of many small players, and it could also suggest a still limited role of older people in active consumption, investment, and the job market in the region. The second finding is that 90% of the silver economy actors identified by the study operate exclusively in their countries of origin, and that Mexico has the most actors (47), followed by the Southern Cone countriesBrazil, Chile, and Argentinawhich have the regions highest rates of population aging. The third finding is that private investment dominates the silver economy ecosystem, as nearly 3 out of every 4 actors offering services to the elderly population are for-profit enterprises. The sectors and markets of the silver economy differ in size and degree of maturity. For example, the long-term care sector, which includes residential care settings, is the oldest and has the largest number of actors, while sectors like digital, home automation, and cohousing are still emerging. Across all sectors, however, there are innovative initiatives that hold great potential for growth. This report examines the main development trends of the silver economy in the region and presents examples of initiatives that are already underway. The health sector has a wealth of initiatives designed to make managing chronic diseases easier and to prevent and reduce the impact of functional limitations through practices that encourage active aging. In the area of long term careone of the most powerful drivers of job creationinitiatives to train human resources and offer home care services are flourishing. The financial sector is beginning to meet a wide range of demands from older people by offering unique services such as remittances or property management, in addition to more traditional pensions, savings, and investment services. The housing sector is adapting rapidly to the changes resulting from population aging. This shift can be seen, for example, in developments in the area of cohousing or collaborative housing, and in the rise of smart homes, which are emerging as potential solutions. In the area of transportation, specific solutions are being developed to meet the unique mobility needs of older people, whose economic and social participation is on the rise. The job market offers older people opportunities to continue contributing to society, either by sharing their experience or by earning income. The education sector is developing solutions that promote active aging and the ongoing participation of older people in the regions economic and social life. Entertainment services for older people are expanding, with the emergence of multiple online services. Lastly, digitization is a cross-cutting and fundamental challenge for the silver economy, and various initiatives in the region that directly address this issue were identified. Additionally, in several sectors we identified actors with a clear focus on gender, and these primarily provide support to women. Of a total of 245 actors identified by the mapping exercise, we take a closer look at 11 different stories of the development of the silver economy in the region. The featured organizations are RAFAM Internacional (Argentina), TeleDx (Chile), Bonanza Asistencia (Costa Rica), NudaProp (Uruguay), Contraticos (Costa Rica), Maturi (Brazil), Someone Somewhere (Mexico), CONAPE (Dominican Republic), Fundación Saldarriaga Concha (Colombia), Plan Ibirapitá (Uruguay), and Canitas (Mexico). These organizations were chosen based on criteria such as how innovative their business models are, the current size and growth potential of their initiatives, and their impact on society. This study is a first step towards mapping the silver economy in Latin America and the Caribbean, and the hope is to broaden the scope of this mapping exercise through future research and through the creation of a community of actors to promote the regional integration of initiatives in this field.

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Books on the topic 'Specifics of non-profit organization management'

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