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This book explores leadership and management in social sector
organizations, which include, NGOs, non-profits, social
enterprises, social businesses, and cross-sector collaborations
focusing on advancing human dignity and social justice. It provides
social sector leaders with an overview of current trends, issues,
and challenges in the field as well as best practices to foster
effective programs, sustain organizations and meet the growing
demands of the sector. The enclosed chapters cover topics such as
cross-sector organizational design, innovation for client services,
gender management dynamics, policy advocacy, and the growing social
entrepreneurship movement. The social sector is currently in a
vibrant, dynamic, and exciting stage. The sector's role and
relevance to advancing human dignity and social justice is greater
than ever. The number and types of social sector organizations have
increased exponentially around the world and are offering
extraordinary and much needed contributions toward an array of
social issues. The traditional NGOs and non-profit organizations
continue to be an integral part of the global civil society. At the
same time, the emerging organizational forms under the social
entrepreneurship umbrella are providing new momentum and excitement
within and outside of the social sector. The interest in social
entrepreneurship is encouraging existing social sector entities to
actively embrace and encourage innovation. This interest is also
inspiring a new breed of professionals and organizations to
contribute to the social sector. This trend falls under the larger
social sector dynamic promoting the creation of "hybrid" and
emergent organizational forms, which cross and combine the
traditional non-profit and for-profit domains. Despite the
increased interest, the social sector still faces challenges around
the world. CIVICUS - an international group promoting civil society
organizations and groups-- recently reported a rise in the
restrictions on civil society activities in a number of countries
through worsening policy and legal environments. Funding challenges
for the social sector are thus becoming more significant. At the
same time, the calls for social sector accountability and emphasis
on results and impact are growing. This book aims to offer
approaches and tools which allow for the bridging of demands
between creativity and accountability, between inspiration and
results, and between gaining individual commitment and shared
ownership of agendas and achievements, all of which are needed to
effectively operate in the changing social sector.
Multicultural and multinational teams have become an important
strategic and structural element of organizational work in our
globalized world today. These teams are demonstrating their
importance from the factory floors to the boardrooms of
contemporary organizations. The emergence of multicultural teams is
evident across a variety of organizations in the private, public,
and civil society sectors. These developments have led to an
increasing interest in the theory and practice of multicultural
teams. Management educational and training programs are giving
increasing attention to these developments. At the same time, there
is emerging interest in research about and study of multicultural
teams. This book emerged from our teaching, research, and
consulting with multic- tural and diverse teams in multiple sectors
over the last several years. In particular, we have developed and
refined our ideas about the concepts in this book from teaching an
advanced course called Effective Multicultural Teams in the
Graduate Program at the School for International Training (SIT) in
Vermont. We have learned from the rich background of students who
are from, and have worked in, six con- nents, and who are, or plan
to be, working in the public, educational, not-for-profit, and
for-profit sectors. Additionally, we have engaged with a variety of
teams through our consulting and training, providing consultation
to teams in a variety of sectors and continents as they struggled
to become more effective.
This book explores leadership and management in social sector
organizations, which include, NGOs, non-profits, social
enterprises, social businesses, and cross-sector collaborations
focusing on advancing human dignity and social justice. It provides
social sector leaders with an overview of current trends, issues,
and challenges in the field as well as best practices to foster
effective programs, sustain organizations and meet the growing
demands of the sector. The enclosed chapters cover topics such as
cross-sector organizational design, innovation for client services,
gender management dynamics, policy advocacy, and the growing social
entrepreneurship movement. The social sector is currently in a
vibrant, dynamic, and exciting stage. The sector's role and
relevance to advancing human dignity and social justice is greater
than ever. The number and types of social sector organizations have
increased exponentially around the world and are offering
extraordinary and much needed contributions toward an array of
social issues. The traditional NGOs and non-profit organizations
continue to be an integral part of the global civil society. At the
same time, the emerging organizational forms under the social
entrepreneurship umbrella are providing new momentum and excitement
within and outside of the social sector. The interest in social
entrepreneurship is encouraging existing social sector entities to
actively embrace and encourage innovation. This interest is also
inspiring a new breed of professionals and organizations to
contribute to the social sector. This trend falls under the larger
social sector dynamic promoting the creation of "hybrid" and
emergent organizational forms, which cross and combine the
traditional non-profit and for-profit domains. Despite the
increased interest, the social sector still faces challenges around
the world. CIVICUS - an international group promoting civil society
organizations and groups-- recently reported a rise in the
restrictions on civil society activities in a number of countries
through worsening policy and legal environments. Funding challenges
for the social sector are thus becoming more significant. At the
same time, the calls for social sector accountability and emphasis
on results and impact are growing. This book aims to offer
approaches and tools which allow for the bridging of demands
between creativity and accountability, between inspiration and
results, and between gaining individual commitment and shared
ownership of agendas and achievements, all of which are needed to
effectively operate in the changing social sector.
Multicultural and multinational teams have become an important
strategic and structural element of organizational work in our
globalized world today. These teams are demonstrating their
importance from the factory floors to the boardrooms of
contemporary organizations. The emergence of multicultural teams is
evident across a variety of organizations in the private, public,
and civil society sectors. These developments have led to an
increasing interest in the theory and practice of multicultural
teams. Management educational and training programs are giving
increasing attention to these developments. At the same time, there
is emerging interest in research about and study of multicultural
teams. This book emerged from our teaching, research, and
consulting with multic- tural and diverse teams in multiple sectors
over the last several years. In particular, we have developed and
refined our ideas about the concepts in this book from teaching an
advanced course called Effective Multicultural Teams in the
Graduate Program at the School for International Training (SIT) in
Vermont. We have learned from the rich background of students who
are from, and have worked in, six con- nents, and who are, or plan
to be, working in the public, educational, not-for-profit, and
for-profit sectors. Additionally, we have engaged with a variety of
teams through our consulting and training, providing consultation
to teams in a variety of sectors and continents as they struggled
to become more effective.
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