![]() ![]() It would also prioritize the availability and merit value of nonprofit services. This new strategy, known as nonprofit resilience management, would prioritize long-term efficiency and organizations' ability to adapt to changing conditions over short-term metrics like administrative and fundraising expense ratios. It argues that conventional conceptions of efficiency in nonprofit management are inadequate and proposes a new approach that considers the unique public good nature of nonprofit activities. It offers valuable insights into contemporary nonprofit organizations' challenges. ![]() ![]() This allows them to be flexible and adaptable in the face of unexpected challenges.ĭespite its lack of information on charitable groups that have weathered challenging circumstances, the book provides well-supported examples from the real-world experiences of nonprofit managers and leaders. To do this, they need to have a certain amount of “organizational slack” in their financial and other resources, such as people, networks, and technologies. To manage resilience effectively, nonprofit organizations must be prepared to handle current crises and plan for future ones. This type of management involves a more comprehensive approach to efficiency that considers potential risks and the long-term success of the organization. In the final chapter of the book, the topic of resilient nonprofit management is discussed. It also provides a broad perspective on “red flags” and “stress tests” related to organizational vulnerability and the need for resilience. The book also explores the various dimensions of organizational slack and resilience and offers management strategies for achieving organizational resilience. They provide a detailed and well-supported case for a new paradigm of nonprofit management better equipped to address the challenges facing the sector in the twenty-first century. Overall, the authors present a compelling argument for the need to rethink nonprofit management and shift the focus from trustworthiness and efficiency to resilience. They also discuss the various dimensions of organizational resilience, including financial sheets, cost and revenue structures, human resource policies and practices, and organizational networks. To support their argument, the authors draw on economic theory, organizational science, and real-world examples of nonprofit organizations that have demonstrated resilience in the face of crises. ![]() They also argue that efficiency measures do not adequately capture the value of nonprofit services, which often have the character of “merit” and “option” goods that must be available whenever needed or desired. The authors argue that the current focus on efficiency does not reflect the true impact of nonprofit organizations on their communities and that it needs to consider the long-term nature of nonprofit work. They propose a new paradigm of nonprofit management based on resilience, which they define as the ability of organizations to adapt to changing circumstances and continue serving their missions effectively. In this book, the authors argue that the existing paradigm of nonprofit management, which focuses on trustworthiness and efficiency, needs to be revised and address nonprofit organizations' challenges adequately. The first chapter introduces the concept of resilience management for nonprofits and presents strategies for anticipating and preparing for crises. ![]()
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