|
Showing 1 - 6 of
6 matches in All Departments
Networks are made up of organizations. Often a central unit, or
"Network Administrative Organization" (NAO), manages an entire
network of organizations that collaborate to achieve an overall
network-level goal. Goal-directed networks are those that come
together to achieve a shared objective, in addition to the
individual organization-specific goals. This book's focus is on the
management of goal-directed networks. Despite the fact that
formalized goal-directed interorganizational networks have become
extremely popular in the public and nonprofit sectors, as many
social problems require concerted action, publications on managing
goal-directed networks do not exist. In this book, author Angel
Saz-Carranza examines four networks that differ by size, scope, and
geographical location. He offers a novel and innovative framework
focusing on networks' inherent internal tensions between unity and
diversity, paralleling the differentiation/integration tension
found in organization theory, which has not previously been applied
to interorganizational networks.
Networks are made up of organizations. Often a central unit, or
"Network Administrative Organization" (NAO), manages an entire
network of organizations that collaborate to achieve an overall
network-level goal. Goal-directed networks are those that come
together to achieve a shared objective, in addition to the
individual organization-specific goals. This book's focus is on the
management of goal-directed networks. Despite the fact that
formalized goal-directed interorganizational networks have become
extremely popular in the public and nonprofit sectors, as many
social problems require concerted action, publications on managing
goal-directed networks do not exist. In this book, author Angel
Saz-Carranza examines four networks that differ by size, scope, and
geographical location. He offers a novel and innovative framework
focusing on networks' inherent internal tensions between unity and
diversity, paralleling the differentiation/integration tension
found in organization theory, which has not previously been applied
to interorganizational networks.
Management of nonprofit organizations is characterized by several
distinctive aspects in relation to human resources, communications,
strategic planning and the fallacy of using profitability as an
indicator of success. This book examines the challenges facing
nonprofit organizations, particularly with regard to collaboration,
trust and innovation.
Nonprofit organizations form a substantial part of the economy in
all countries. Management of nonprofit organizations is
characterized by a number of distinctive aspects in relation to
human resources, communications, and strategic planning and the
inappropriateness of using profitability as the indicator of
success. In recent years there has been emphasis upon developing a
consistent mission and set of values. This book focuses upon the
challenges facing nonprofit organizations, particularly with regard
to collaboration, trust and innovation.
What happens to intergovernmental organizations (IGOs) after their
creation has remained in mystery over the years. Although the
current globalized outlook has sparked new and growing interests on
the role that IGOs play in the global landscape, the scholarship
has largely focused on the political aspects of cooperation,
primarily on how and why different IGO member states interact with
each other and the outcomes associated with such cooperation.
Research is yet to untangle how these organizations work and
operate. This Element addresses this niche in the literature by
delving into two important aspects: the management and governance
of IGOs. We build on a four-year research program where we have
collected three types of different data and produced several
papers. Ultimately, the Element seeks to provide scholars with a
description of the inner workings of IGOs, while providing guidance
to policymakers on how to manage and govern them.
Social care needs excellent leaders now more than ever. Effective
leaders aim high, listen to what the service users want and need,
inspire their staff and continually question what they are doing
and why. This book draws together the latest research on
fundamental leadership issues in social care, discussing
collaborative leadership and the importance of place-based
development, exploring the key disciplines of supervision,
management and leadership and examining the purpose of a learning
framework for social care. Comparative approaches are also provided
by practitioners working outside of social work, placing leadership
development in context across the public, private and voluntary
sectors and presenting authoritative guidance from an international
perspective. Leadership in Social Care will appeal to social care
practitioners and service providers, academics, researchers and
students who are passionate about making a difference for the
people who use their services.
|
You may like...
Loot
Nadine Gordimer
Paperback
(2)
R398
R330
Discovery Miles 3 300
Loot
Nadine Gordimer
Paperback
(2)
R398
R330
Discovery Miles 3 300
|