Managing Without Profit
Managing Without Profit (4th. Edition)
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 notprofit organisation.
Lady Diana Warwick, Chief Executive, Universities UK.
Building Outstanding Leadership Teams
Building Outstanding Leadership Teams – Insights from charity chief executives.
Large charities are highly complex organisations that often working in very challenging situations and consequently place huge demands on their leadership and management.
Our research looked in detail at the characteristics of leadership teams.
The report describes these characteristics and how well charities perform them. The research then correlated each characteristic with ratings of performance of each characteristic to identify the key drivers of outstanding leadership teams.
Delivering Effective Governance
Delivering Effective Governance – Insights from the boards of larger charities.
By analysing the survey results from the 228 charities Delivering Effective Governance identifies the
essential characteristics of governance as seen from the inside. Using empirical data it answers the
question ‘What leads to the most effective governance?‘
On the way to doing so it offers much information about charity boards. For example the:
- Average board size is 14, with four committees
- Average attendance is 80% to 90%
- A third of chairs give more than 40 days a year
- Over half of chairs and chief executives are in contact each week
- Boards are slightly better at challenge than support.
The analysis identifies the 20 key drivers of effective governance. Amongst the top ones are:
- The board works well as a team
- The board has the required skills and experience.
Of those charities reporting good governance, 80% reported they had the second of these but
only 62% the first. This and other analysis suggests where effort in board development might be
|Published by: Compass Partnership
Size: 297 x 210mm
Copies available from Directory of Social Change.ISBN: 978 1 906294 70 0
|Extent: 64pp colour
Publication: Sept 2012
£24.95 + postage & packing
Managing at the Leading Edge
Managing at the Leading Edge, Mike Hudson, Directory of Social Change, 2003
I have always found that there are tremendous opportunities
for the US and UK voluntary sectors to learn from each other.
Mike Hudson’s ability to capture these lessons makes this an essential
read for all forward looking managers and leaders.
Richard Gutch, Past Chief Executive, FurtureBuilders.
Mike Hudson’s focus on performance, leadership and
governance make this book essential reading for tomorrows NGOs
Robert Napier, Past Chief Executive, Worldwide Fund for Nature – UK.
Mike Hudson’s book , is not afraid to draw appropriate
lessons from the United States about building capacity, managing
performance, creating alliances, funding and leadership, all crucial
issues for the UK sector in the next ten years. This is a must read.
Sir Stuart Etherington, Chief Executive, National Council for Voluntary
Managing at the Leading Edge is a significant new guide
book for leaders engaged in capacity building, collaboration and
navigating in tenuous times.
Frances Hesselbein, Chairman, Leader to Leader Institute.
Hudson has captured excellently the leading concepts and
practices vital to high performing nonprofit organisations.
Professor James E. Austin, Chair of Initiative on Social Enterprise,
Harvard Business School.
Mike Hudson takes a fresh and innovative look at nonprofit
management, and comes up with fascinating results that are well-grounded
in theory and relevant to practitioners. Looking at management practices
and developments in the US through a UK lens, this book is a treasure of
thought-provoking ideas and key insights.
Helmut Anheier, Centennial Professor at London School of Economics and
Professor at UCLA’s Public Policy School..
Managing at the Leading Edge is a terrific resource for all
those who care about the performance of nonprofit organizations,
from current nonprofit staff and board members to students who will be
tomorrow’s nonprofit leaders.
Alan Abramson, Director, Nonprofit Sector and Philanthropy Program,
The Aspen Institute.