Managing As Mission Nonprofit Managing for Sustainable Change 1st Edition by Lori Heninger ISBN 135171998X 9781351719988

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ISBN 10: 135171998X 
ISBN 13: 9781351719988
Author: Lori Heninger

Managing As Mission pushes the boundaries of what it means to be a nonprofit manager by making the case that managing, as a reflection of the organizational mission – the cornerstone of any nonprofit – can bring about the change nonprofits were created to achieve: a better world for all. This book contains real-world examples, interview excerpts from nonprofit managers and directors, and a series of self-reflection and organization-wide tools to develop managers and managing as a mirror of the mission. Themes within this book include: a discussion of the history of nonprofit missions; management tasks and approaches; aligning values; building working relationship and trust; and creating organizational structures and interactions that mirror the organizational mission. It is written in an informal first-person style, utilizing humor that will, hopefully, allow the reader to see themselves in the examples and stories.

Managing As Mission Nonprofit Managing for Sustainable Change 1st Table of contents:

1: Why Managing As Mission?
1.1 Why Managing As Mission?
2: The Mission
2.1 One Vision, Three Missions
2.2 For-Profit and Nonprofit Vision and Mission Statements: Similar and Different
2.3 Defining Mission and Where That Definition Takes Us
2.3.1 Special and Important
2.3.2 Higher Calling
2.3.3 Decided upon by Higher-Ups
2.4 Summary
3: Process
3.1 Ideas, Beliefs, Values, and Behaviors
3.2 Relationships
3.3 Trust
3.4 Uncertainty and Change
3.5 Process: The System and the Act
3.6 Mission as Process: Harmonizing Means and Ends
3.6.1  A Way to Harmonize Means and Ends 
3.6.1.1 Mission 
3.6.1.2 Structure and Functions 
3.6.1.3 Agreed-Upon Understanding 
3.6.1.4 Mission, Redux 
3.6.5.1 Process Statement 
3.7 Outcomes of Process
3.8 Dilemmas within Process
3.8.1 Losing Control 
3.8.2 Wacky Ideas 
3.8.3 Time 
3.8.4 Other Outcomes 
4: Managing
4.1 Defining Management
4.2 Management: Styles and a Couple of Dilemmas to Get Us Started
4.3 Managing and Organizational Structure/Systems/Policies/Functions/Relationships and People
4.3.1 Structure 
4.3.1.1 Managing as a Way to Unlink Structure and Hierarchy  
4.3.2 Systems, Policies, and Functions 
4.4 Managing, Relationships, and People
4.5 The Act of Managing
4.5.1 Why Are We Managing? 
4.5.2 What/Who Are We Managing? 
4.5.3 You—Managing 
4.6 Summary
5: Linking Managing, Mission, and Process
5.1 Managing As Mission
5.1.1 Affiliative
5.1.2 Walking Around
5.2 Determining the World Your Organization Wants, and Getting There through Managing
5.3 Managing As Mission: How It Happens
5.4 Managing As Mission: Getting it Right from the Start
5.5 Ongoing Managing As Mission
5.5.1 Worth
5.5.1.1 Give Positive and Constructive Feedback
5.5.2 Dignity
5.5.2.1 Be Consistent and Expect Consistency, Be Truthful and Expect Truthfulness
5.5.3 Rights
5.5.3.1 Knowing Your Human Rights
5.5.4 Mission
5.5.5 Transparency
5.5.6 Equality and Justice
5.5.7 Diversity
5.5.8 Freedom of Speech and Beliefs
5.5.8.1 Facilitation
5.5.9 Sustainable Production and Consumption
5.6 Managing As Mission, Differing Expectations, and Dealing with the Tough Stuff
5.7 Summary
6: What Can Come from Managing As Mission
6.1 Finale
7: Tools
7.1 Exercise 1: Working Relationships
7.2 Exercise 2: What Would the World Look Like if It Were Managed Like … 
7.2.1  Directive Managing 
7.2.2 Affiliative Managing
7.2.3 Managing by Walking Around
7.3 Exercise 3: Managing, Mission, and Process: Getting to the World We Want
7.4 Exercise 4: Work Behaviors That Reflect the World the Organization Wants
7.5 Exercise 5: Generating Possible Managing Behaviors Based on the World We Want

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