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Integrating Mission and Strategy for Nonprofit Organizations$
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James A. Phills Jr.

Print publication date: 2005

Print ISBN-13: 9780195171280

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195171280.001.0001

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Introduction: The Role of Mission and Strategy in Enhancing the Performance of Nonprofit Organizations

Introduction: The Role of Mission and Strategy in Enhancing the Performance of Nonprofit Organizations

Chapter:
(p.2) (p.3) Introduction: The Role of Mission and Strategy in Enhancing the Performance of Nonprofit Organizations
Source:
Integrating Mission and Strategy for Nonprofit Organizations
Author(s):

James A. Phills

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195171280.003.0001

There is limited progress in solving the most pressing social problems and addressing fundamental needs despite the magnitude of resources in the hands of nonprofit organizations. Taking an organizational approach can help strengthen the nonprofit organizations that are central to social progress. The premise is that if when the leadership, management, and organizational capacity of the sector are improved, other factors will follow. The importance of leadership, management, and organizational capability are shown in this chapter. It is essential to avoid broad generalizations about the differences between the nonprofit organizations and businesses that mask or ignore fundamental similarities with respect to central management and leadership challenges. Determination of the features of individual organizations that influence the applicability of a particular conceptual framework is important. The three fundamental building blocks of organizational effectiveness, namely direction, motivation, and design, are described.

Keywords:   nonprofit organizations, mission, strategy, leadership, management, organizational capacity, direction, motivation, design

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