Strategic Management for Nonprofit Organizations: Theory and Cases: Sharon M. Oster
Editorial Reviews
Review
“Sharon Oster’s book provides some of the important theory necessary to successfully manage a nonprofit. Her thoughtful analysis of the marketplace is the kind of information that is commonly available in the for-profit sector, but has not been developed for the nonprofit sector–a real contribution.”–Allen Grossman, President, Outward Bound
“Provides a well-written, helpful guide to management issues written by an economist familiar with strategic planning concerns in proprietary business….An overview of issues and guide wither for practicing managers or for graduate courses on strategic management in nonprofits.”–Academy of Management Review
“Framed with an awareness of the challenges of teaching future executives, Professor Oster’s book is a valuable contribution to those working on the front lines of management education.”–Nonprofit & Voluntary Sector Quarterly
Nonprofit organizations in the U.S. earn more than $100 billion annually, and number over a million different organizations. They face increasing competition for donor’s dollars and many of the issues they confront are similar to those confronted by for-profit organizations.
Strategic Management for Nonprofit Organizations applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available; it analyzes the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive. The book draws clear distinctions between the different challenges encountered by nonprofits operating in different industries.
