Publisher's Synopsis
An essential guide for helping your nonprofit succeed "All of us who have dealt with nonprofits know how complex they are managerially. This book unravels much of this complexity and shows through concepts and case histories how nonprofits can become more effective in fulfilling their missions. This book will become a must read for all founders and executives of nonprofits." Edgar H. Schein, Sloan Fellows Professor of Management Emeritus, MIT Sloan School of Management "This important book shows the benefits of applying several theories and concepts from the management and social science literature to the tough problems faced by nonprofit managers.;This book can and will undoubtedly be read and effectively used by those nonprofit managers who face such problems as founders syndrome, poor meeting attendance and poor fund raising by board members, rapid staff turnover, and colleagues who pursue personal advantage at the expense of others." Robert Herman, professor of organizational behavior, Cookingham Institute of Public Affairs, Henry W. Bloch School of Business and Public Administration, University of MissouriKansas City "Theories, concepts, frameworks? Seven familiar Problems? What is it that makes Why Nonprofits Fail a must read for leaders, managers, and board members of nonprofit organizations? While the subject matter is familiar, Stephen R. Block provides new ways to think about how to engage in effective problem solving.;In doing so he effectively takes on the daunting task of making theories convincing tools of practice without becoming too academic. His plain spokenness and able use of case examples make this book accessible to all readers concerned about building successful nonprofit organizations." Suzanne Feeney, associate professor and director, Institute for Nonprofit Management, Hartfield School of Government, Portland State University
