Nonprofit Management and Leadership 1999 - 2000: Vol 10 Index

23 Pages·5.8 MB·English

VOLUME 10 INDEX
NO. 1, FALL 1999 Roles and Responsibilities of
NO. 2, WINTER 1999 Nonprofit Boards,” 153-167
NO. 3, SPRING 2000 nedical treatment case study
NO. 4, SUMMER 2000 tomer matrices in, 411-413
yns, as fundraisincogs t, 43
Association of Museums, 1989
Museums, 30-36
Academic politics, 88 Evaluation Association, 332
Accountability, 350; central Federation of State, County, and
and, 425, 426, 429-430 ipal Employees (AFSCME), 306
laborations as strategy for n Health Information Management
98-99: evaluation and iation (AHIMA): characteristics of,
background on movemé nario planninga t, 77-82
issues of, 93-101, 232 in Symphony Orchestra League sur
and, 93-96, 97-98, 100 . oe H
ity and meeting require ( ( onegre g4 ation and Com
social service organizati viewed, 457—462
Accreditation systems Defining the Nonprofit Sector
opportunity for women ynal Analysis. reviewed
Adaptation. See Organizati
“Adaptive Strategies of Nonprofit Michigan, merger case study
vice Organizations in an Era
and New Public Managen Corporation, 137-151; agencies
Additive growth strategies , bn Se 141-142; design components
Admission fees: to art mus¢ 144; evolution of, 140-15]
tory museums, 35 rned from, 150-151; organiza
Advertising, arts organizat ire of, 145-147
Advisory Center for Teens I [he Nonprofit Sector in
Affiliated organizations, 365 eviewed, 209-214
local relationships ums, funding determinants for,
Africa, 381 See also Museums, art and
Aga Khan Rural Support Program1
Age Concern England, 428 \daptive Strategies of Nonprofit
Age of Grantmanship, 93-94 1an Service Organizations in an Era of
Agents, 234; defined, 401; ident Devolution and New Public Management
segmentation of, 401-40 3; “A Better Method for Analyzing
customer matrices ol, 405 ts and Benefits of Fundraising at
vice-customer matrices Universities,” 39-56; “The Four C’s of
Alcohol Outpatient Services (A‘ Government Third Sector Relations: Coop-
Alexander, J.: “Adaptive Strategies of eration, Confrontation, Complementarity
profit Human Service Organizations in an and Co-Optation,” 375-396; “Healthy
Era of Devolution and New Public Man- Organizations, Unhealthy Communities?”,
agement,” 287-303; “The Impact of Devo 355-373; “How Should an International
lution on Nonprofits: A Multiphase Study NGO Allocate Growth? A Growth Plan for
of Social Service Organizations,” 57-70 PLAN International,” 185-201; “The
109
110 INDEX
Impact of Devolution on Nonprofits: A social appeal of, 279, 283-284; “superstar,”
Multiphase Study of Social Service Orga- 281, 282; threats to health of, 272-273;
nizations,” 57-70; “The ‘Income Gap’ and wage increase in, 274-275
the Health of Arts Nonprofits: Arguments, Aspen Institute Nonprofit Sector Research
Evidence, and Strategies,” 271-286; Fund, 308
“Merger as a Strategic Response to Gov- Asset management costs, 43-44, 48-50,
ernment Contracting Pressures: A Case 52-54
Study,” 137-152; “The Nonprofit Sector Association for Spina Bifida and Hydro-
and Gender Discrimination: A Preliminary cephalus (ASBAH), 423, 427-428, 429, 430
Investigation into the Glass Ceiling,” Associational model, 460
251-269; “Relating the Central and the Associations: grassroot, factors in external
Local: Options for Organizational Struc- impact of, 103-112; nonprofit manage-
ture,” 421-433; “The Relationship Among ment education and, 90; scenario planning
Funding Sources for Art and History for professional, 71-82; trade, 422
Museums,” 21-37; “Resisting Invisibility: Asymmetrical information: applied to child-
Arts Organizations and the Pursuit of Per- care facilities, 236-237, 240-247; theory
sistent Presence,” 169-183; “Returns on of, 235-236
Fundraising Expenditures in the Voluntary “At risk” populations, organizations that
Sector,” 5-19; “The Role of the Economic serve, 61-62
Sector in the Provision of Care to Trusting AXIA Performance Centre, evaluation
Clients,” 233-249; “The Role of Nonprofit resource of, 466, 470-471
Management Support Organizations in
Sustaining Community Collaborations,” B
127-136; “Roles and Responsibilities of
Community Nonprofit Boards,” 153-167; Backman, E. V., “Healthy Organizations,
“Using Service-Customer Matrices in Unhealthy Communities?” , 355-373
Strategic Analysis of Nonprofits,” 397-420 Balanced scorecard, 465; resources for using,
Artistic product, 175, 278; demand for, strate- 466, 468-469
gies for increasing, 278-280; productivity Barbetta, G. P., The Nonprofit Sector in Italy,
and, 275 reviewed, 209-214
Arts organizations: brand validation of, Basic State Grants, 25-26
174-175; cost disease in, 274-277, 281; Baumol’s cost disease, 274-277
demand for, 23, 24-25, 35, 274, 281; Benchmarks, for fundraising expenditures, 7
demand-side remedies for, 278-280, Beneficiaries: impact of commercialization on,
281-284; educational outreach for, 280; 363; as stakeholders, 321-322, 334. See
facilities of, 171-173, 180; funding inter- also Clients '
actions of, 21-36; government funding of, BENFAM, 385
22-23, 25-26, 273, 277-278; impact of Bequest expectancies, changes in, 45-46,
technological advances on, 273-274; 52-54
income gap for, 231, 271-284; invisibility Best of Intentions, The: The Triumphs and
of, 169, 180; performances of, 173-174; Failures of the Great Society Under
persistent presence for, 125, 169-183; per- Kennedy, Johnson, and Nixon (Unger),
sonalities in, 175-176, 177; productivity reviewed, 93-10]
growth/nongrowth in, 275-277; public Best practices, 181, 473-474
perceptions of, 170, 178-179, 180-181; “Better Method for Analyzing the Costs and
remedies for, 277-280, 281-284; seasons Benefits of Fundraising at Universities, A,”
of, 173-174; signage of, 171-173; size of, 39-56
economic strategies based on, 281-284; Billis, D., interviewed, 85-92
Block grant funding for states, 291} yy d Girls Clubs of America, evaluation
Blood transfusion, 369 resource of. 466. 47]
Board evaluation, 160 Bozzo Evaluation Resources for Non-
Board-executive relationship, 351 prolit Organizations: Usefulness and
]
Board meetings, 157, 164-165 Applicability,” 463-472
Board members: boundary-spanning activit Branding, 174-175
of, 298; commercialization and
spectiveso f, on unionization, 312-31 British Red Cross Society, 425, 426, 428, 430
as program evaluation stakeh I srooks, A [he ‘Income Gap’ and the
reaction ol, to professionalization, 297—2 ealth of Arts Nonprofits: Arguments,
}
relationship of with manage! 2 viden and Strategies,” 271-286
Board restructuring, 367-368 rudney L., Commentary, 475
Board roles and_ responsibi
153-167, 322; in amateur s]
tions, 156-157: for community board letin Board, 121—124, 227—229, 345-347
153-167; descriptive statisti
factor analysiso f, 161-163; as final arbit Business management techniques: as adapta-
155-156; framework for, 157-16 tera tion strategy, 295-298; in U.K. nonprofit
ture review on, 154-157
bility and, 155; need for
153-154; operations
163-165; pyramid of
ning category ol, 162, li 65; strategic ampaigning organizations, 32
activities category of, 16] 2, 163-165 19. See also Political advocacy
study and survey of
framework of, 164-165 lian Centre for Philanthropy, 463, 464
Boardman, A. | Using Service-Custome! anadian Hemophilia Society, evaluation
Matrices in Strategic Analy { Nonprol resource of, 466, 47]
its,” 397-420 reer ladders, 350
Book Reviews: “Defin ing the Nonprol ( Carneg orporation, 216
tor Cross-National lyy:: |D iffering ltures ASE/N UBO fundraising cost-benefit
Roles. and Histories 20¢ | las th analysl yul | il ; 40, 41-42 43, 45
Time Come to Reevaluate
Who Will Be Accountablk
ability?”, 93-101; “Private Nonprofits ina categorieso f: direct mail recruitment
Public Sector Compendiun 325-329 evenu »y, 11; NTEE classification and
“Understanding Congregations as Volun lL] rela efficiency of fundraising
tary Organizations: New
Nonprofit Sector,” 457-46 Central bodies: with individual members
Boston Ballet, 368-369 +22: with local branches, 422
Bottom-up strategies, 421-422 itral-local relationships and structures,
Boundary spanners, 436-437; profile o 1-433; age and, 424; boundaryleosrsg a
441-447 nizations and, 431-432; examples and
Boundary-spanning activities, 298-29¢ models of, in United Kingdom, 426-429;
436-437. See also Collaborations external and structural factors in, 424-426;
Boundaryless organizations, 431-432 factors that affect, 423-426; internal fac-
Boy Scouts of America, evaluation resource of in, 423-424; models of, 422-423;
466, 471 1ature of activity and, 424: origin and
112 INDEX
423-424; perspectives on, 430-431; ser- Cleveland Orchestra, 170-171, 172, 174-175,
vice variability and, 424; typology of, 178
422-423, 429; value of different models of, Cleveland/San Jose Ballet, 170-171, 173-174
429-430 Clients: defined, 234, 400; identification and
Centre for Health Promotion, University of segmentation of, 400-403; key attributes
Toronto, evaluation resource of, 466, 471 valued by, 413; service-customer matrices
Centre for Voluntary Organisation, 85-86 based on, 404. See also Beneficiaries;
Challenge Grants (NEA), 26 Service-customer matrices
Chang, C. EF, Commentary, 117-119 Coalition of Neighbourhood Centres, evalua-
Change: religious congregations and, tion resource of, 466, +71
457-462; resistance to organizational, in Coercion, 386-387
case study, 451-455 Coevaluation, 98. See also Participatory eval-
Change management, 73. See also Scenario uation
planning Coghlan, A. T., “Program Evaluation Practice
“Changing Challenges of Management and in the Nonprofit Sector,” 331-339
Leadership in the U.K. Voluntary Sector, Cohesiveness, 170, 178, 179
The: An Interview with Stuart Ethering- Collaboration Questions, 438, 440
ton,” 319-324 Collaborations: benefits of, 435-436; com-
Charity Commission, 323 mercialization and, 364-366; community
Chicago Symphony, 282 127-135, 364-365; executive profile for,
Chicago-area social service organizations, 361 352, 435-447; government-nonprofit,
Chief executive officer (CEO), board roles 384-385; in relation to funding, 322. See
related to, 156, 159, 160, 161, 162 also Community collaborations
Child Guidance Clinic (CGC), 141-142 Collaborative evaluation. See Participatory
Child-care facilities: asymmetrical information evaluation
theory applied to, 235-237, 240-247; “Collaborator Profile for Executives of Non-
clients of, 234; demographic trends and profit Organizations, A,” 435-450
need for, 233; fees of, 239; financial sol- Collective action, social networks and,
vency of, 239, 244-245; incorporation vari- 357-358
able for, 241; logistic regression model of, Colombia, 385
240-242, 244; nonprofit versus for-profit, Commentary, 117-119, 341-344, 473-477
quality of, 231, 233-247; parental involve- Commercialization, 291; evaluation of,
ment in, 236, 237, 239, 240, 241, 243, 244; 369-370; history of, in nonprofit sector,
quality variables in, 236-247; regression 360-361; impact of, on community social
methodology applied to, 240; research and networks, 355-371; impact of, on stake-
theory related to, 234-236; stability of envi- holder relationships, 363-364; proposi-
ronment/regrouping in, 236, 237, 239, 240, tions and hypotheses regarding, 366-369;
241, 242, 243-244; staff-to-child ratio in, retaining public service character through,
236, 237, 238, 239, 241, 242, 243; staff 299-300; social capital and, 350, 351,
wages in, 236, 237, 238-240, 241, 243; 355-371; trend toward, 360-362;
study descriptive findings for, 238-240; volunteerism and, 368-369. See also
study methodology and sample for, 238 Earned income; Professionalization
Child care, welfare reform and, 64-65 Common law, 210, 216
Citizens’ advice bureaus (CABs), 427 Communities: conflicts between agency per-
Civil Rights Act of 1964, 251, 253; Title II, of sonnel and, 203-207; impact of nonprofit
1991, 253 commercialization on, 355-371; religious
Civil society, 320, 324, 370-371, 461-462 congregations and, 457-462; social net-
Cleveland Museum of Art, 178 works and capacity of, 356-360, 365-366
Community agenda, 130 Financing Higher Education
Community-based socia
tions, 61, 62, 292, 300-301] consumption, 279, 283-284
Community capacity: defined lations, as fundraisincogs t, 43
commercialization and yme, and demand for arts, 279
365-366; nonprofit , professional education, opportu-
social networks related t r women versus men, 262—263
Community collaborations Care 33
relatedt o, 160, 161, 162 samples, 437-438
128; commercializatior 1 International Trade in Endan
conflicts of interests in ies, 385
128; management sup} vernment-nonprofit relation
role in, 127-135; need 85: characteristics and defini
centered integration in, | 385; examples of, 385
tered integration in, 129 vernment-nonprofit relationship
and, 356—360. See also« aracteristics and definition of
Community empowerment xampleso f, 389
Community foundations, 2 Commentary, 341—344
also Foundations idraising: efficiency of, 10, 16
Community grassroots ass and use of | >
tiveness tactors for ing: relationship of, to other
=
Grassroots associations es, 27-28; as strategic phil
Community mental health
tion, 365 odel of leadership, 297
Community needs, board ympany-sponsored founda-
159, 160 19, 220. See also Foundations
Community relations, board organizational structures, 422
157, 162, 163 ns, foundationsas , 216. See also
Community social networks, 35] yundations
Community support organ M., “Private Nonprofits in a Public
model, 135 ctor Compendium,” 325-329
Company-holding foundations, 21 benetit analysis: of fundraising, 39-55
Complementary government +ul} 1 decisions, 190. See also Univer-
tionship, 387-388; characte sity fundraising cost-benefit analysis
definition of, 387-388; examp! disease, 274-277, 281; demand-side
Concert innovations, 278—279 remedies [or 278-280; supply-side reme-
Conflicts of interest un dies for, 277-278, 280
rations, 134 ouncil for the Advancement and Support of
Confrontational government-non Education (CASE), 40, 41-42, 43, 45
tionship, 385-387; characteristics and def- 490-50. 52. 34
inition of, 385-386; examples of, 386-387 ouncil for the Aid to Education (CAE)
government coercion in 386-387: NGO 90-52
defiance in, 386 ouncil for Voluntary Service (CVS), 128
Congregation and Community (Ammerman ouncil on Accreditation for Services to Fam-
reviewed, 457-462 ilies and Children (COA), 256-257,
Connor, J. A., “The Role of Nonprofit Man 265-266
agement Support Organizations in Sustain- ouncils for voluntary service (CVS), 428
ing Community Collaborations,” 127-136 ourt psychologists unionizing, 306-307
114 INDEX
Credibility: central-local relationships and, versus, in social services, 63; for nonprofit
430; of nonprofit management, 475; in management education, 89; strategies
program evaluation, 337, 338, 339 for increasing, for arts organizations,
Crisis management, 299 278-280
Cross-national definitions: of foundations, Democratic society, minority issues in,
215-223; of nonprofit sector, 209-214 327-329
Crowding-out effects, 22-23, 24, 278 Demographic factors in executive collabora-
Customers: defined, 400-401; identification tiveness, 439, 441, 442
of, 398, 400-401; organizational versus Demographics: as determinant of giving, 22,
individual, 403; segmentation of, 401-403; 23-24, 28; trends in U.S., 233, 252, 327
types of nonprofit organization, 400-401 Department of Third Sector Studies, 90-91
Cuyahoga County, Ohio, study of social ser- Dependent-care facilities: demographic trends
vice organizations, 58-69; adaptation and need for, 233; quality of nonprofit
strategies identified by, 293-301; focus versus for-profit, 231, 233-247
group results of, 62-68, 292-300; method- DeRuiter, G. L., “Merger as a Strategic
ology of, 59-60, 292-293; survey results Response to Government Contracting
of, 60-62; themes from, 62-68 Pressures: A Case Study,” 137-152
Developing countries: co-optation in, 388;
D grassroots associations in, effectiveness
factors for, 106-108
Data collection methods, for program evalu- Development grassroots associations: defined,
ation, 334, 465 106; effectiveness factors for, 106-108
Davies, B., Commentary, +76 Development office costs, 43-45, 48-50,
Dean, W., Commentary, 474-475 52-54
Decentralization, 421, 426, 431. See also Devolution: in 1980s, 291-292; community
Central-local relationships and structure collaborations as strategy for, 127; defini-
Decision making: desire for participatory, as tion and ideology of, 57-58; impact of, on
unionization motivation, 309-310, 316; social service organizations, 57-69,
impact of contracting on, 138-139; in 137-138, 287-288, 300, mergers as strat-
merged organization, 144-145, 146; strate- egy for, 137-151; survival strategies for
gic, 81-82, 351-353 dealing with, 127, 137-138, 231, 287-301;
Decision-making phase of merger, 141-143 as worldwide trend, 209-210, 213,
Deficit increase in arts organizations, 320-321, 323-324
271-273. See also Income gap Diaz, W. A., Commentary, 476
Defining the Nonprofit Sector: A Cross- Diffusive growth strategies, 189
National Analysis (Salamon and Anheier), Direct mail: efficiency of, 10-12, 16; preva-
reviewed, 209-214 lence and use of, 10
“Defining the Nonprofit Sector Cross-Nation- Direct-response press advertising: efficiency
ally: Differing Cultures, Roles, and Histo- of, 10; prevalence and use of, 13-14
ries,” 209-214 Disaggregated data, 405, 417-418
Degrees, in nonprofit management, 86, 89 Discriminant Function Analysis, 440-441,
Delaware Symphony Orchestra (DSO), 171, 443, 445
173 Disposition, 170, 176-177, 179
Demand: decrease in, for performing arts Donor development, efficiency of direct-mail,
organizations, 274, 281; impact of, on 10, 12, 16
museum earned income, 23, 24-25, 35; Donor motivations, 5—6
market failure theory and, 235; need Donor perceptions, of use of funds, 6-8, 17
Donor recruitment, efficiency Evaluation: approaches to, 464-465, 466; of
10-12, 16 commercialization, 369-370; issues of,
Donor relationships, 350 93-101, 232, 341-344; organizational,
Donor segregation, 283-284 97-98; organizational capacity for, 465,
Donors: relative importance of, as stakehold 0; policy and, 93-96, 97-98,
ers, 321-322; standing up to, 322 100-101; program, 99-100, 232, 331-339
Door-to-door distribution: efficiency of, 1( aluation phase of merger, 147-150
prevalence and use of, 13 aluation resources and manuals.
Downsizing, 421 +63-472; evaluation approaches and
Drucker, P EF, Commentary, 477 +64—465; listed and rated, 466; listed and
Drug treatment programs, 365 reviewed, 470—471: research study meth-
Duration, 170, 177-178, 179 ods for, 464: research study of, 463-472
valuation Resources for Nonprofit Organi
zations Usefulness and Applicability
152 A .
+0 > +
Earned income: of arts museum aluation tools: creation of useful, 341-342:
28, 33; determinants of resources tor, 463-472 sample to deter-
history museums, 35; ré mine potential social utility, 343
other funding sources, 22 aluation with Power: A New Approach to
Commercialization Organizational Effectiveness, Empower-
Eastern and Central Europe ment, and Excellence (Gray and Associ
Economic disparities, 327 reviewed, 93-101
Economic Opportunity Program ive-board relationship, 351, 473
Economic rational choice model Executive compensation, 350
Economies of scale, 430 Executive director (ED), board roles related
Editor's Notes, 1-3, 125-126 to, 156, 159, 160, 161, 162
349-354 Executives as collaborators, 352
Education, nonprolit management and lead boundary-spanning roles of
ership, 85-92; Department of Third Sector demographic factoinr, s43 9, 441, 442; dis-
Studies proposal for, 90-91; disciplines of ussion and conclusions about, 441-446;
88, 90; international enterprise for, 91-92 executive perceptionso f, 446; extraver
for professional development, 323; sector sion-introversion and, 436, 437, 438, 441
boundary issues in, 87, 89, 327; university +43, 444; future research on, 447; gender
based, status and future of, 85-92 and, 436, 437, 439, 441, 442, 443
“Effective Grassroots Association II he 444-445: instruments for measuring,
Organizational Factors That Produce Exter- +38-—44]1 predictors of, 441; profile of,
nal Impact,” 103-116 441-447 role ambiguity and, 436, 437
Empowerment evaluation. See Participatory 438. 441, 443, 445-446: role-boundary
evaluation occupational stress and, 436, 437, 438,
Entrepreneurs, 86 439, 441, 443, 444: study method and
Etherington, S., interviewed, 319-324 sample for, 437-438; study results for, 441,
Ethics: accountability and, 98-99; public trust 442-443; thinking-feeling and, 437, 438,
and, 324 441, 443
Europe: foundations in, 215-216, 218-223 External environment: community grassroots
nonprofit sector in, 210-214, 320-321] associations’ relationships with, 106; devel-
European Foundation Centre, 218 opment grassroots associations’ relation-
European Union (EU), 213, ships with 107-108 grassroots
116 INDEX
associations’ impacts on, 103-112; sce- Financial surpluses, 351
nario planning and, 72 Fine, A. H., “Program Evaluation Practice in
Extraversion-introversion, 436, 437, 438, the Nonprofit Sector,” 331-339
441, 443, 444 Five forces model, 411
Flattened organization, transformation to, in
F case study, 451-455
Flexibility: in central-local organizational
Facilitator, for merger decision-making structures, 422, 425, 426-427; of interna-
phase, 142 tional nongovernmental organizations,
Facilities, arts organization, 171-173, 180 194; 197
Faith-based social service organizations, 61, Focus groups, 59-60, 292-293
63, 292, 300-301. See also Religious con- Foundation Center, 217, 223
gregations; Religious organizations Foundations: art museum funding by, 27-28,
Family Impact, 141-142, 143 32; categories of, 217-220; defining, in
Family Medical Leave Act of 1993, 262 comparative perspective, 215-223;
Family Service Units (FSU), 423, 427, 429 fundraising to, 15-16; legal definitions of,
Features: “The Changing Challenges of Man- 216-217, 218, 221; in United States and
agement and Leadership in the U.K. Vol- Germany, compared, 215-223
untary Sector: An Interview with Stuart Founders: of arts organizations, charismatic
Etherington,” 319-324; “An Interview appeal of, 175-176; of social service orga-
with David Billis,” 85-92; “When Change nizations, strategic expansion and, 295
Hits the Fan,” 451-455; “Where Loyalties Four-C’s model of government-nonprofit rela-
Lie,” 203-207 tionships, 351, 383-391; background for,
Federal funding: of art museums, 30, 31; ofa rts 375-383; co-optation in, 388-389; com-
organizations, 22-23, 25-26; determinants plementarity in, 387-388; confrontation
of, 26, 30, 31; of history museums, 33; rela- in, 385-387; cooperation in, 384-385
tionship of other funding sources to, 22, 30, “Four C’s of Government Third Sector Rela-
31, 33, 36. See also Government funding tions, The: Cooperation, Confrontation,
Federal funding cutbacks: in 1980s, 291-292; Complementarity, and Co-Optation,”
accountability and, 95-96; for arts organi- 375-396
zations, 21-22, 23, 273; commercialization France, nonprofit sector in, 211-212, 320
and, 361-362; in France, 211-212; impact Franchise model, 427
of devolution and, 57-69; impact of, on From the Field, 125; “A Collaborator Profile
social service organizations, 58-59, for Executives of Nonprofit Organiza-
137-138, 287-288, 300; in Italy, 213; sur- tions,” 435-450; “A House Divided: How
vival strategies for dealing with, 127, 231, Nonprofits Experience Union Drives,”
287-301; in Sweden, 213; as worldwide 305-317; “The Suitability and Application
trend, 209-210, 213-214, 319-320. See of Scenario Planning for National Profes-
also Devolution; Government contracting; sional Associations,” 71-83
Privatization Functional growth, 189
Federal organizational structures, 421, 422, Funding sources: for art and history muse-
428, 429-430 ums, 21-36; commercialization and new
Federated organizations, 422 class of, 363; determinants of, models of,
Fees: for art and history museums, 28, 35; for 22-25; impact of merger on, 148-150;
child-care facilities, 239; for social services, interactions of, 21-36, 350-351; as pro-
365 gram evaluation stakeholders, 334; simul-
Financial Accounting Standards Board taneous equation system of, 25-36;
(FASB), 45-46 single-equation estimates of, 24
117
Fundraiser motivations, 118 tigation into tne Glass Ceiling,
Fundraising, as board role/responsibility 251—269
162, 163 Giving, private. See Private giving
Fundraising abuse: expenditures at Glass Ceiling Act of 1991, 253
factors in, 117-118 Glass Ceiling Commission, 253, 265
Fundraising benefits: accounting for, 40 Glass ceiling for women, 231, 251-266: back-
changes in pledges and bequests and groundon , 2) 53; defined, 251; findingso n
45-46, 52-54; private grants as + 1-42 157-263 future research directions
50-52 See also University fundraising on, 264—265: remedies for 265-266
cost-benefit analysis study limitationansd , 263-264, 265: study
Fundraising costs: accounting for, 40-55 methodology for, 256-257: study of, defi
alumni, public, and constituent r nitions in 255; women in the nonprofit
as, 43; asset management as, 43-44 labor force and, 254-255
48-50, 52-54; development office costs as slobal framework for government-nonprofit
>
43-44, 48-50 52-54; donor perceptions relationships, 383-391
of expenditures and, 6-8; | ndraising slobal nonprofit trends, 209-210, 213
methods and, 117-118; in university 320-321 323-324; in government-
pus study, 47-48; university nonprofit relationship, 376-377, 380-382
as, 42-43 s0al displacement and distortion, 290
Fundraising efficiency sOals divergence and convergence of, in
donor perceptions of, 6-8; effectiveness government-nonprolfit relationships
versus, 40—41; evaluation of lodology 383-391
for, 39-55; U.K. survey of, 9 iniversity ;oldman \ Collaborator Profile for
39-55 Executives of Nonprofit Organizations
Fundraising> methods: cost-benefit analysis of 435450
39-55: cost-benefit ratios by ty s;Olensky, M., “Merger as a Strategic Response
fundraising costs and, 117-11 to Government Contracting Pressures
efficiency of, 1, 5-17 A Case Study,” 137-152
100d service, 246
G Goodwill Industries International, evaluation
resource ol, 466, 471
Gelles, E., “The Role of the Economic Secto1 sovernance, 321, 324; commercialization
in the Provision of Care t [rusting and, 364, 367-368; government-nonprofit
Clients,” 233-249 relationship and, 381
Gender, collaborative abilities and, 436, 437 Government: as agent or sponsor, 401, 410;
439, 441, 442, 443, 444-445 diversity within, 39]
Gender discrimination, 251—266: background s;overnment Accounting Standards Board
on discrimination and, 253; findings of, in GASB 40
glass ceiling study, 259-261 Government contracting: central-local struc-
Geographic expansion of international non tures and, 424-425; government-nonprofit
governmental organizations: methods of relationship and, 36-138, 381, 385;
handling, 189-190; in PLAN International impact of, on social service organizations,
case study, 185-200; strategic drift and 97-69. 137 —139, 287-288, 300-301; loss
187-188, 190 of public character and, 65-66, 69; merger
Germany, foundations in, 215-216, 218-223 as strategy for, 137-151: unionization and,
Ghana, 381 305-306, 315-316; in United Kingdom,
Gibelman, M., “The Nonprofit Sector and 319-321. See also Devolution; Federal
Gender Discrimination: A Preliminary funding cutbacks; Privatization
118 INDEX
Government funding: of arts organizations, Greenpeace, 386
22-23, 25-26, 273, 277-278, 281; com- Gross national product (GNP), 192-193
mercialization trends and, 362; impact of, Growth: basis of rational plan for, 190-191;
on social service organizations, 59; rela- generic modes of, 189; measurements for
tionship of, to other funding sources, planning, 191-194; models of, 188-189;
32-36; relationship of, to private giving, planning, for international nongovern-
22-23, 24, 27-28, 32, 33, 35, 36; trade-offs mental organizations, 185-200
between sources of, 32-33. See also Federal “Guns and Butter” dilemma, 95
funding; Local funding; State funding
Government-nonprofit relationship, 59, 66, H
375-391; changes in, in United Kingdom,
319-321; co-optive, 388-389; comple- Harris, M.: “The Changing Challenges of
mentary, 387-388; conceptual framework Management and Leadership in the U.K.
for, 383-391; confrontational, 385-387; Voluntary Sector: An Interview with Stuart
contracting and, 137, 138-139; coopera- Etherington,” 319-324; Editor's Notes,
tive, 384-385; customer types and, 401; 1-3, 125-126, 231-232; Organizing God’
four-C’s model of, 351, 383-391; literature Work: Challengefso r Churches and Syna-
review on, 382-383; management support gogues, reviewed, 457-462
organizations and, 128; public trust and, “Has the Time Come to Reevaluate Evalua-
323-324; rise of nongovernmental organi- tion? or, Who Will Be Accountable for
zations and, 376-377; social networks and, Accountability?” , 93-101; commentary on,
359; strategic focus in, 390-391; tension 341-344
in, 379-382; theories of, 382-383; union- Head office syndrome, 430
ization and changes in, 305-306, 315-316; Health Canada, 471
woridwide trends in, 376-377, 380-382. Health care organizations: alternative,
See also Devolution; Government con- 411-413; commercialization in, 355, 356;
tracting; Privatization unionization of, 307
Government Performance and Results Act of Health clinic case study, service-customer
1993, 95 matrices in, 406-408, 416-417
Government repression, 386-387 Health grassroots associations: defined, 108;
Grand Rapids, Michigan, Arbor Circle Cor- effectiveness factors for, 108
poration of, 137-151 Health information management (HIM), sce-
Grant-making trusts, 15-16. See also Foun- nario planning for, 77-82
dations HMOs, quality of nonprofit versus for-
Grassroots associations (GAs): characteristics profit, 235
of, 103; commercialization and, 370; “Healthy Organizations, Unhealthy Commu-
community, 104-106; development, nities?” ,3 55-373
106-108; effectiveness factors for, Herman, R. D., Commentary, 473
104-112; examples of, 103; external Hernandez, C. M., “When Change Hits the
impacts of, 103-112; government-man- Fan,” 451-455
dated versus non-government-mandated, Hierarchical organization, transformation
104-105; health and service, 108; models from, in case study, 451-455
of effectiveness of, 109-110; paid-staff History museums, funding determinants for,
nonprofits compared to, 109-110, 33-36. See also Museums, art and history
111-112; peer ratings of, 109 Hodgkinson, V. A., “Defining the Nonprofit
Gray, S. T., and Associates, Evaluation with Sector Cross-Nationally: Differing
Power: A New Approach to Organizational Cultures, Roles, and Histories,” 209-214
Effectiveness, Empowerment, and Excel- Hospitals, 403; private takeover of, 355;
lence, reviewed, 93-101 teaching, 65-66