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'The new sections and fresh material bring this classic bang up to date.' Professor Ian Bruce, Director, Centre for Charity Effectiveness, Cass Business School 'This book is invaluable to all of us who are chairs and board members. It helps us to understand how we can work together with our managers to provide strong and effective leadership.' Sarah Phillips, Chair, Victim Support 'The classic text on voluntary sector management.' David Harker, Chief Executive, Citizens Advice 'If you are looking for just one book to guide you through the thrills, spills, joys and despairs of running a voluntary organisation - this is IT!' Sir Nicholas Young, Chief Executive, British Red Cross 'A veritable bible for managers of every nonprofit organisation.' Lady Diana Warwick, Chief Executive, Universities UK
Product Description
Managing Without Profit - now in its fifteenth year of publication - has sold over 18,000 copies and been translated into three languages. Over the years this title has become the essential guide to leading, managing and governing nonprofit organisations. Distilling a vast amount of information into an easy-to-use guide, Managing Without Profit provides a practical overview for busy managers and board members who need to learn a lot in a short space of time. The new edition has been completely revised and updated, with new chapters on managing strategic partnerships and managing knowledge and new sections on winning work from the public sector and tracking corporate performance. It also includes many new case examples drawn directly from the author's recent work. Mike Hudson is Director of Compass Partnership, a group of consultants that has been working exclusively with nonprofit organisations for 25 years.
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2 of 2 people found the following review helpful
Format:Paperback
I have long been a fan of a previous edition of this book - ever since it appeared as 'recommended reading' on a leadership course I attended. This latest edition is very welcome with many new and relevant inputs and an even more 'user friendly' format. Perfect for dipping into, as and when 'needs must'.
After establishing the historical and political context the author neatly and specifically lays out a thorough briefing on the leadership, management and governance of 3rd sector organisations. 'Sense making' is aided by the latest theory (offered jargon free!) and this is supported by the use of effective diagrams and models.
But what is most helpful are the very practical 'how to's, often brought to life by the use of a variety of exemplary case studies.
After establishing the historical and political context the author neatly and specifically lays out a thorough briefing on the leadership, management and governance of 3rd sector organisations. 'Sense making' is aided by the latest theory (offered jargon free!) and this is supported by the use of effective diagrams and models.
But what is most helpful are the very practical 'how to's, often brought to life by the use of a variety of exemplary case studies.
1 of 1 people found the following review helpful
Format:Paperback
Managing without Profit utilises a practical and explanatory style to guide the reader through the rationale for the leadership, management and governance of not for profit (NFP) organisations.
The book has an important use as a reference manual. In addition, great benefit can be gained from reading the introductory chapters in order to set context and to draw clear comparisons between the management and governance of private and NFP organisations.
Throughout, Mike Hudson's book sets the context by providing a variety of excellent case studies and examples derived from the work of Compass Partnership with a cross-section of NFPs.
The book is a 'must read' for leaders and managers of NFP organisations as well as for students of the subject. If followed closely, performance improvement of NFPs can almost be guaranteed!
The book has an important use as a reference manual. In addition, great benefit can be gained from reading the introductory chapters in order to set context and to draw clear comparisons between the management and governance of private and NFP organisations.
Throughout, Mike Hudson's book sets the context by providing a variety of excellent case studies and examples derived from the work of Compass Partnership with a cross-section of NFPs.
The book is a 'must read' for leaders and managers of NFP organisations as well as for students of the subject. If followed closely, performance improvement of NFPs can almost be guaranteed!
1 of 1 people found the following review helpful
Format:Paperback
We desperately need successful values-driven enterprises. But values and passion are not enough. Third sector organisations need leadership, management and governance: the focus of this latest edition of Mike Hudson's authoritative book. Public sector mastery of policy and process and private sector single bottom line are not the answer: there are classic and distinctive features of third sector management. As Hudson points out in his characteristically low-key way, when both public and private sector people join third sector boards "it is likely that some of their assumptions will have to change". You can say that again! We all know third sector organisations lost in mission drift, rudderless with bored boards and cluttered with comatose councillors who think it's another council committee. And at the other end of the table, the corporate boys fiddle restlessly with their blackberries, impatient for action, for decisions.
Hudson is no gonzo journalist and I would have enjoyed more colour from the frontlines and battlefields. Mercifully, in a world brought to its knees with business drivel (going forward, anyone?) he writes clearly and concisely - a joy. This book should be compulsory reading for new board members and enjoy a prominent place on the bookshelves of third sector chief executives -alongside Roget and the headache pills.
Walter Menzies
Hudson is no gonzo journalist and I would have enjoyed more colour from the frontlines and battlefields. Mercifully, in a world brought to its knees with business drivel (going forward, anyone?) he writes clearly and concisely - a joy. This book should be compulsory reading for new board members and enjoy a prominent place on the bookshelves of third sector chief executives -alongside Roget and the headache pills.
Walter Menzies
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