Drawing on detailed empirical data and a range of case studies,
Managing Voluntary and Non-Profit Organizations, first published in
1990, demonstrates how voluntary organizations formulate strategies
for securing funds, providing services, and dealing with other
non-profit bodies, public agencies, and the private sector. The
central theme is organizational change and how managers have
responded, strategically and structurally, to changes to their
environment. Using original data, and writing from the broad
perspectives of current organization theory, the authors increase
our understanding of strategies, structures and designs currently
in use in the voluntary sector. Their authoritative text will make
essential reading for practising managers in non-profit
organizations and for an international audience of academics and
students of management, organization theory, and strategy.
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