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A group of enterprising penguins with a yen for juicy clams teams up with some walrus colleagues to harvest aseemingly endless supply for all. The good news attracts penguins and walruses from icebergs far and wide who join in the work and the delectation. But on the way to establishing a clam lovers' paradise, territorial skirmishes arise, clumsy walruses flatten penguins, and confusion reigns. Can the penguins discover the hidden connections that have turned spiraling success into frustration and social upheaval? Only when they learn to see what is invisible are they able to stop their paradise from unraveling and take steps to creat sustainable prosperity. The Tip of the Iceberg vividly illustrates how organizations can be trapped by systems when they fail to understand them. The story and discussion guide will help managers sort through the complexity of surface-level events and discover how to take effective actions that create the results they desire.

In the third book of his popular trilogy on creating and sustaining arts organizations, Michael Kaiser reveals the hidden engine that powers consistent success. According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on―in short, to participate in the organization’s programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, and audience members, artists, and donors feel confidence in the future. Resources are reinvested in more and better art, which is marketed aggressively; as a result, the “family” continues to grow, providing even more resources. This self-reinforcing cycle underlies the activities of all healthy arts organizations, and the theory behind it can be used as a diagnostic tool to reveal―and remedy―the problems of troubled ones. This book addresses each element of the cycle in the hope that more arts organizations around the globe―from orchestras, theaters, museums, opera companies, and classical and modern dance organizations to service organizations and other not-for-profit cultural institutions―will be able to sustain remarkable creativity, pay the bills, and have fun doing so!

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***** International Edition ***** ***** International Edition ***** ***** International Edition *****

The revised and updated edition of the go-to guide that has been an essential resource for nonprofit administrators, managers, and business professors since 1984—retooled to address the challenges presented by today’s world.Managing a Nonprofit Organization is a classic in its field. But much has changed since it was last updated in 1999, as the United States reels from political, economic, and demographic shifts, all of which impact nonprofit organizations every day. In the current economy, nonprofits are trying to make ends meet. They are responding to technological innovation in the age of social media and viral marketing. Nonprofit administrators, trustees, and volunteers need Thomas Wolf’s solid advice now more than ever. So do the many college and university students preparing for work in the nonprofit arena. Dr. Wolf’s update of Managing a Nonprofit Organization includes material that tackles the demands and challenges faced by nonprofit managers as a result of the legislative and policy changes enacted after 9/11 and in the wake of the economic collapse of 2008. Highlighting the generational issues facing many nonprofits, as current management ages and a younger generation prepares to take the reins, Dr. Wolf suggests ways for organizations to best manage these transitions and adapt to a rapidly changing world. In easy-to-understand language and with study questions at the end of each chapter, Dr. Wolf explains how to cope with all the changes, giving you everything you need to know to be a highly successful nonprofit leader.

Manage disagreement before it turns into conflict.

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Providers who ignore the fundamentals of risk management may be placing their organizations in peril. This book helps leaders of such organizations to develop systems that succeed in controlling managed care risk. Hospitals, physicians, integrated deliver systems (IDSs), and other providers that deliver care face unique challenges of risk that differ from those of most insurers and HMOs. Managing Risk addresses risk issues concerning these diverse provider groups and discusses: Quantifying risks of capitation and other managed care arrangements Using a funds flow model to spread risk How provider information systems (ISs) relate to an organization's ability to manage financial risk. Operational and clinical approaches to managing risk Financial incentive programs for physicians PSOs and the future of health care risk

When Goliaths Clash is a powerful, original book that shows senior managers how to effectively manage conflict. Based on Howard Guttman's impressive consulting career and a ten-year survey of more than 300 executive teams - and packed with dozens of real-life examples from behind the doors of Johnson & Johnson, Coach, Campbell Soup, Motorola, Pfizer, and more - When Goliaths Clash combines insights into organizational dynamics with a wealth of practical advice, including how to: --Get your team strategically aligned on business goals, clarify individual roles, and establish protocols for resolving conflict. Build high-performance teams - from the senior management team on down the line - where conflict is depersonalized and treated as a business issue. Understand the roots of conflict in individual perceptual differences and organizational conditions. Develop your conflict management competencies and ability to lead hard-charging business teams. Communicate effectively in the newest, ripest sphere for dysfunctional conflict - e-mail - and minimize the damage caused by recklessly hitting the "send"button. There are numerous books on managing conflicts in the workplace. But few have addressed the debilitating conflicts that erupt in executive suites - and that trigger division and rivalry throughout the organization. When Goliaths Clash shows you how to move from dysfunctional conflict to competitive success.

If nonprofits influence policy, make policy, are affected by policy, and are subject to policy, then shouldn′t every nonprofit manager fully understand the policy world in which they operate? In explicitly tying the policy realm to management skills, Shannon Vaughan and Shelly Arsneault′s foundational book sheds new light on how nonprofit managers can better navigate policymaking and regulatory contexts to effectively lead their organizations. Managing Nonprofit Organizations in a Policy World provides a comprehensive overview of the nonprofit sector and the policy environment, with a focus on skills and strategies managers can use to advance the causes of their organizations. Abundant examples and rich case studies explore the complexity of the policy-nonprofit relationship and highlight both management challenges and successes. While coverage of the nuts-and-bolts is in here, what sets this book apart is tying everyday management to the broader view of how nonprofits can thrive within the policy ecosystem.

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Managing Behavior in Organizations provides a brief tour of the scientific and practical highlights of organizational behavior (OB).

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The original edition of this book summarized more than a decade of work on communications flow in science and engineering organizations, showing how human and organizational systems could be restructured to bring about improved productivity and better person-to-person contact. While many studies have been done since then, few of them invalidate the general conclusions and recommendations Allen offers. In a new preface he points out - new developments, noting areas that need some modification, elaboration, or extension, and directing readers to the appropriate journal articles where the findings, are reported.The first three chapters provide an overview of the communication system in technology, present the author's research methods, and describe differences in the career paths and goals of engineers and scientists that cause special problems for organizations. The book then discusses how technological information is acquired by the R & D organization, shows how critical technical communication within the laboratory is for R & D performance, and originates the idea of the "gatekeeper," the person who links his or her organization to the world at large.Concluding chapters take up the influence of formal and informal organization and of architecture and office layouts on communication. Many of these ideas have been successfully incorporated by architects and managers in the design of new R & D facilities and complexes.

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In Managing Change in Organizations, Stefan Sveningsson and Nadja Sörgärde explore a broad range of perspectives on change management, encouraging critical reflection and making sense of a complex field of theories.  Their unique approach based around three key perspectives of change will help students understand:  How change is accomplished – the tool perspective What change means for those involved – the process perspective And Why is change initiated (and is it necessary) – the critical perspective  This focus on the common how, what and why questions offers students the chance to learn pragmatic tools for managing change, as well as gain an in-depth understanding of different theories and their value. The book is complemented by a range of online resources including PowerPoint Slides, Multiple Choice Questions, and a selection of SAGE Business Cases and journal articles. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University, Sweden. Nadja Sörgärde is a Senior Lecturer at the School of Economics and Management, Lund University, Sweden.  

Managing Organizations and People is a collection of 57 cases for courses in management, organizational behavior, and human resource management, available only through TextChoice's Management Exercises and Cases archive. TextChoice is the home of Cengage Learning's online digital content and allows instructors to easily create and preview their own course materials. Instructors can select as many or as few cases as they want, include other exercises, their own material to build a supplement tailor fit to their course. These cases were carefully selected for their relevance and user interest, covering a broad range of topics and scenarios. To learn more contact your local representative or visit, custom.cengage.com.

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Included in this unique book is detailed research on hundreds of strategic challenges facing organizations such as Coca Cola, Chrysler, and AT&T. Prepare for the unexpected by examining possible crises including product recalls, industrial accidents, boycotts, hostile takeovers, and strikes. 7 1/2 x 9.

Managing Public and Nonprofit Organizations approaches public management learning in a unique way, examining more than 100 high-profile and little-known administrative failure and success stories to explore how failures happen, how they can be prevented, and how to replicate successes in other jurisdictions. Organized to complement a standard public management or organizational behavior textbook structure, and to satisfy NASPAA accreditation requirements, this book explores both traditional public administration functions (performance management, financial management, human-resource management, procurement management, policymaking, capital management, and information-technology management) and organizational concepts (organizational structure and organizational culture). Unlike a traditional casebook, the accompanying stories do not stop in the middle to ask the readers what they would do; instead readers are asked to consider how the events illuminate what public management means and how to make it most effective. The stories ground and give meaning to the book’s review of principles and best practices. Stories include both well-known and highly reported stories of success and failure including Wikileaks, the Boston Marathon bombing, bankruptcy of Detroit, British Petroleum oil spill, 9/11 World Trade Center attack, decision to invade Iraq, Affordable Care Act website rollout, "Bridgegate" scandal, and the Brooklyn Navy Yard killings. The stories do not pass judgment on governments and nonprofits as institutions, but rather teach students and practitioners best management practices by example. Discussion questions are included at the end of each chapter to prompt classroom discussion.