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For nonprofits leadership transitions are a time of exceptionally high risk. Here, three internationally-respected experts show how to systematically identify, introduce, support, and monitor leaders in ways that enhance rather than undermine their performance. They explain why leadership transitions are so challenging for nonprofits, and show how to replace chaos and crisis with proven, sustainable leadership transition plans.   Writing for all nonprofit board members, leaders, aspiring leaders, and stakeholders, the authors demonstrate how to: Maintain organizational momentum, continuity, and credibility through the transition Find leaders who align well with your organizational values and its evolving culture Avoid fighting, rumors, accusations, and the common mistakes that derail nonprofit leadership transitions Build a sturdy bridge between departing and incoming leaders Set appropriate expectations for both boards and leaders, and guide them to complement each other successfully Plan succession and continuity for the long-term Use transitions to advance the organization’s mission

Good condition. This is the average used book, that has all pages or leaves present, but may include writing. Book may be ex-library with stamps and stickers. 0.65

Ships from the UK. Former library book; may include library markings. Used book that is in excellent condition. May show signs of wear or have minor defects.

About the Author Gary Johns (PhD, Wayne State University) is Professor of Management and the Concordia University Research Chair in Management in the John Molson School of Business, Concordia University, Montreal. Alan M. Saks (Ph.D., University of Toronto) is a Professor of Organizational Behaviour and Human Resources Management at the University of Toronto, where he holds a joint appointment in the Department of Management-UTSC, the Centre for Industrial Relations and Human Resources, and the Joseph L. Rotman School of Management.

Praise for Building Nonprofit Capacity "A central question for leadership is to identify where, and when, to focus organizational energy, and that is where Brothers and Sherman's book comes in. Changing organizations is never easy, which is why managers need the right set of maps and tools―like this one." Jon Pratt, executive director, Minnesota Council of Nonprofits "Anyone running a nonprofit organization, no matter how large or small, would benefit from reading this book. It's chock-full of useful information about managing change." Eric Nee, managing editor, Stanford Social Innovation Review "Nonprofit leaders need tools to help them manage better, engage communities, collaborate, and have greater impact. Building Nonprofit Capacity is a great tool and a useful reference for organizations that are seeking to make a greater and more sustainable difference." Paul Schmitz, CEO, Public Allies "Brothers and Sherman expertly braid together complementary organizational lifecycle frameworks―and add their own wide-ranging expertise and experience―to bring practitioners and executives this comprehensive, relevant, and honest book about the organizational quest to become ever better." Jeanne Bell, CEO, CompassPoint Nonprofit Services "Whether you are building a start-up, bringing an organization to scale, managing an established group toward excellence, or shepherding a nonprofit at risk of decline, this book should be required reading for every nonprofit executive director." Richard R. Buery, Jr., president and CEO, The Children's Aid Society "There are a lot of nonprofit management books out there. What makes Brothers and Sherman's book different and so important and worthwhile is that they have combined a number of models, theories, and practices and shaped them into a few essential processes that can be used by organizations both large and small." Doug Bauer, executive director, The Clark Foundation

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Lead learning in your organization! Here's a great resource to link program planning to project management that helps in decision making to product workplace training programs on time and within budget.

An understanding of organizational change management (OCM) ― an often overlooked subject ― is essential for successful corporate decision making with little adverse effect on the health and safety of employees or the surrounding community. Addressing the myriad of issues involved, this book helps companies bring their OCM systems to the same degree of maturity as other process safety management systems. Topics include corporate standard for organizational change management, modification of working conditions, personnel turnover, task allocation changes, organizational hierarchy changes, and organizational policy changes.

New strategies for business success based on shifting the focus from information to knowledge-- Fifty percent of the fastest-growing companies in the U.S. can be described as ""knowledge companies"" -- those that employ highly skilled, highly educated people who sell their knowledge rather than products-- Provides tools for measuring intangible assets such as competent and creative employees, patents, brand names, and company reputation-- Some archetypal knowledge companies are consultancy firms, advertising agencies, software companies, and architecture firmsFew of today's companies improve performance through knowledge or learning. This is because few managers understand how to make a business of knowledge. They focus on explicit knowledge -- information -- instead of implicit human knowledge. Investing in information technology instead of in people, they only know how to measure performance in money.This ground-breaking book offers practical advice and rules of thumb for designing a business strategy that focuses on knowledge as an intangible asset. It begins by outlining the differences between information-focused strategies (such as adding chips to a manufacturer's product line) and knowledge-focused strategies (such as seeking returns in long term customer relationships, ideas and learning, and research and development). Measuring the knowledge-based assets of a company explains why, for example, Microsoft is valued at 40 times its worth on paper.In eight chapters, Sveiby assembles a veritable toolbox of knowledge-based management techniques to enable managers to meet the new business challenges of the coming century.

Supports Goodwill of Silicon Valley job training programs. The cover and pages are in Good condition! Any other included accessories are also in Good condition showing use. Use can included some highlighting and writing, page and cover creases as well as other types visible wear.

The Lean Change Method is a practical how-to guide for anyone wanting to transform their technology business. https://tsw.createspace.com/title/4469681/distribute/description# Co-Create Your Change The Lean Change method will teach you collaborative and innovative techniques to manage Agile change. Validate Your Transformation Learn how to systematically test your change plan and iterate based on just-in-time feedback.

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The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Paperback. Managing Organizational Change: A Multiple Perspectives Approach, 4e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change, which recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.The fourth edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

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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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This ground-breaking textbook describes change as an on-going phenomenon: not an event that will soon be over but a permanent feature of organizational life. Taking a unique and refreshing approach, the text presents change as a communal process reinforced by multi-perspective stakeholder management with significant impact on individual and social responsibilities.  It showcases how change is successfully achieved through relational communication based on conversations, narrations and storytelling.  This approach has been extensively tested over many years in university education programmes around the world. Now in its second edition, Managing Organizational Change provides students with an insightful overview of change management that realistically reflects the needs of organizations today to respond to, include and empower their employees. Written by an experienced instructor and researcher, this textbook is ideal for undergraduate and postgraduate students of change management and for those aspiring to become managers and consultants.

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