Mastering Your Role As A Nonprofit Manager is a practical guide for managers who want to enhance their current skills and learn the strategies and practices of mid-level and senior level managers.
In depth discussions show how to increase your effectiveness in supervising people and managing programs. With ‘A Day in the Life’ examples throughout the book, managers will have the opportunity to broaden their skills and practice newly acquired managerial acumen.
For new managers, the core tasks of supervision, delegation and evaluation are reviewed, and the steps managers can take to create a ‘best practice’ are described.
For mid -level to senior- level managers interested in expanding their skill sets to include program management, elements of program development are discussed.
Mastering Your Role As A Nonprofit Manager provides managers with an activist/advocacy vision, the ability to incorporate the critical thinking habits and thought leadership practices that are essential elements of this role.
To purchase ‘Mastering Your Role As A Nonprofit Manager‘:
Untreed Reads: https://www.untreedreads.com/author/brucemarcus/
Untreed Reads is an independent publisher whose support and guidance was essential in producing this book.
‘Mastering Your Role As A Nonprofit Manager‘ is also available at: Amazon, Barnes and Nobles and other booksellers.
Table of Contents
My Journey
Part One: Becoming an Agent of Change
Chapter 1: Management Philosophy and Foundational Elements
Chapter 2: Influencing Organizational Culture
Nonprofit Organizational Culture
Elements of Organizational Culture
Chapter 3: Systems Intervention Model (SIM)
Implementing a SIM Action Plan
Chapter 4: Collaboration Best Practices for Your Organization
Steps to Facilitate Collaboration
Advice for Managers Creating Collaboration
Chapter 5: Management Is About Relationships
Key Managerial Responsibilities
Develop Positive Relationships
Four Quadrants of Situational Leadership
Chapter 6: Challenging Situations for New Managers
Typical Challenges for New Managers
Chapter 7: Management as a Career and Professional
Development Aspiration
Passive/Aggressive Behavior and Actions
Not So Passive, Yet Not Directly Confrontational Behavior
Direct and Confrontational Behavior
Part Three: Management Relationships
Chapter 8: Relationship with Your Supervisor
Chapter 9: Relationship with Your Staff
Chapter 10: Managing Other Managers
Scenarios: Conflict Among Individual Staff Members
Part Four: Mid-Level and Senior-Level Management
Chapter 11: Management of Programs and Operations
Program Design and Development
Budget Development and Monitoring
Administrative and Reporting Tasks
Chapter 12: Intentional Professional Development Initiatives
Professional Development for Individuals and Teams
Chapter 13: Managing Volunteer Programs
Develop a Volunteer Program or Project
Volunteers on the Board of Directors
Putting on a Fundraising Event
Part Five: Managing Collaborations
Chapter 14: Collaboration Models
Chapter 15: Facilitating and Managing Collaborations
Dynamics Within Collaborations
General Roles Within the Collaborative Structure
Chapter 16: Four Examples of Collaboration
1. East Oakland Fighting Back Task Force
2. Alameda County Juvenile Justice Collaboration
3. Oakland Coalition of After School Agencies (OCASA)
4. Bayview Hunters Point Mobilization for Adolescent
Growth in our Community (BMAGIC)
Consensus Decision-Making in a Collaboration
Appendix A: The Evolution of the Afterschool Field and
Its Impact on the Nonprofit Sector
Changing Afterschool Program Models
Managers’ Roles with School Site and District Staff
The Pandemic’s Impact on Afterschool Programs and
Thought Leadership Opportunities in the Afterschool Field
Appendix B: Communication Dynamics
Appendix C: Developing Generation-Based Volunteer
Third Sector Solutions 