"Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case. It is refreshing to have such a tool to assist in the education of our future nonprofit leaders." -Emma A. Powell, Western Michigan University Case Studies in Nonprofit Management by Pat Libby and Laura Deitrick consists of original cases that are designed to teach students how to think critically, hone their decision-making skills, and learn to apply leadership and management principles that are essential for any nonprofit professional. These case studies illustrate the multifaceted nature of the nonprofit management sector and bring concepts like nonprofit leadership, risk management, advocacy, and grant making to life.
Chapter 1: Nature of the Sector Introduction Case 1.1: Social Enterprise within a Nonprofit Organization Case 1.2: To Start or Aid an Existing Organization Case 1.3: When Mission and Money Collide Case 1.4: Why Bylaws Matter Chapter 2: Board of Directors Introduction Case 2.1: Conflict of Interest Case 2.2: Hiring Board Members as Staff Case 2.3: The Board's Role in CEO Evaluation Case 2.4: The Rubber Stamp Board Chapter 3: Executive Leadership Introduction Case 3.1: The Board's Role in Executive Transition Case 3.2: CEO Pay Case 3.3: Challenges of Executive Search Case 3.4: Toxic Leadership Chapter 4: Measuring Performance Introduction Case 4.1: Establishing Metrics Case 4.2: When Outcomes Fail to Meet Established Benchmarks Case 4.3: When the Program Isn't Working Chapter 5: Strategic Decision Making Introduction Case 5.1: Generating Revenue by Selling Assets Case 5.2: Policy Disputes Case 5.3: Setting Strategy Chapter 6: Human Resource Management Introduction Case 6.1: Policies and Procedures for Staff Members in Crisis Case 6.2: Employee Substance Abuse Case 6.3: Volunteers Ignoring the Rules Case 6.4: When Volunteers Run Amok Chapter 7: Risk Management Introduction Case 7.1: Stolen Information Case 7.2: Theft Case 7.3: Vulnerable Populations Case 7.4: Workplace Accidents Chapter 8: Public Relations and Marketing Introduction Case 8.1: A Change in Policy with Unforeseen Consequences Case 8.2: Celebrity Endorsements Case 8.3: Dealing with the Press Case 8.4: Devising Marketing Strategies Chapter 9: Generating Revenue Introduction Case 9.1: Donor Management Case 9.2: Endowments Case 9.3: Accounting for Fundraising Costs Chapter 10: Financial Management Introduction Case 10.1: Decision Making Case 10.2: Misallocation of Grant Money Case 10.3: Transparency Chapter 11: Advocacy and Lobbying Introduction Case 11.1: Meeting Your Mission Case 11.2: Public Policy Versus the Bottom Line Case 11.3: Staff Advocacy Chapter 12: Technology Introduction Case 12.1: Internal Systems Case 12.2: Integrating Technology Case 12.3: Social Media Chapter 13: Grantmaking Introduction Case 13.1: Deciding When to Hire Staff Case 13.2: Donor Advised Funds Case 13.3: Foundation-Initiated Collaboration Case 13.4: When a Foundation Accomplishes Its Mission Chapter 14: International Nonprofits Introduction Case 14.1: Cross-Cultural Clash Case 14.2: NGO Accountability Case 14.3: The Organic Nonprofit Case 14.4: When Donors Don't Want to Fund Overhead
