The leaders of business and non-profit organizations that provide
social services will find a set of principles that apply
specifically to their organizations. The need for better management
and social innovations is critical as the demand for essential
social services is growing even as the budgets available from the
government and non-profit foundations are declining. How are social
enterprises different and what are the management challenges unique
to them? Using case-studies and theories of management, we offer
some principles that are uniquely applicable to social enterprises.
Such organizations provide mission critical or essential social
services under severe resource constraints. They often work with
volunteers in highly political contexts. They are purpose driven
organizations led by people committed to their causes. They face
growing demand that typically outstrips available supply. They face
competition for resources in the external environment. These
organizations rely on harnessing the creativity of their people
through processes that are poorly understood by outsiders. These
organizations focus on delivering the triple bottom line of
economic, social and environmental impact. This book articulates
the management problems unique to such organization and offers a
set of principles for addressing these.
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