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Table of Contents
Intro; Contents; List of Figures; List of Tables; Chapter 1 Organizational Change; Scenario; Organizational Change; Change Content; Change Process; Change Management; Change Paradox; Context; Types of Change; First-Order and Second-Order Change; Incremental/Discontinuous and Anticipatory/Reactive Change; Episodic and Continuous Change; Episodic; Continuous; Drivers of Change; External Environment Factors; Political Environment; Economic Environment; Social and Demographic Environment; Technology; 1990: Technology and Personnel Database
2007: Technology, Strategy, Business Models and Implications2010-2018: Leveraging Technology, Information Resources, Artificial Learning and Redefining Organizations; Internal Environment Factors; Change Vision; Leadership; Communication; HRM Practices; Training; Organizational Culture; Critical Perspectives on Change; Summary and What to Expect; Discussion Questions; References; Chapter 2 Nature of Change in Nonprofit Organizations; Context of Change: The Nonprofit Organization; Mission and Values; Services and Roles; Organizational Processes; Nonprofit Human Resources
Employees and VolunteersRoles in Change Management; Drivers of Change in Nonprofit Organizations; Community Needs; Economy; Government Policy; Competition; Technology; Organizational Factors; Types of Change in Nonprofit Organizations; Demand for Services; Funding; Government Relations; Professionalism; Mission and Sustainability; Social Enterprise; Performance Measures; Nonprofit Change Strategies; Strategic Expansion; Strategic Partnership; Strategic Resizing; Revenue Diversification; Leveraging Advocacy; Conclusion; Discussion Questions; References
Chapter 3 A Model of Change for Nonprofit OrganizationsLewin's Three-Step Change Model; Kotter's Change Model; Combined Models of Change; Nonprofit Change Model; Nonprofit Operating Environment; Life Problems; Pertinent Problems; Reach Problems; Nonprofit Change Model; Conclusion; Discussion Questions; References; Chapter 4 Employees and Change Management in Nonprofits; People Are the Key to Successful Change Management; Preparing Employees for Organizational Change; Conveying the Big Picture; Managing Individual Stress; Overcoming Employee Resistance to Change
Building Trust and a Positive OutlookManaging and Enhancing Employee Capabilities and Performance; Attitudes; Job Satisfaction; Organizational Commitment; Perceived Organizational Support; Employee Engagement; Emotions; Personality; Motivation; Training and Development; Performance Management; Compensation and Rewards; Creating the Conditions for Change Management Success; Leadership; Organizational Culture; Power; Conclusion; References; Chapter 5 Volunteers and Change Management; Motives for Volunteering and Performance Management and Retention; Why People Volunteer
2007: Technology, Strategy, Business Models and Implications2010-2018: Leveraging Technology, Information Resources, Artificial Learning and Redefining Organizations; Internal Environment Factors; Change Vision; Leadership; Communication; HRM Practices; Training; Organizational Culture; Critical Perspectives on Change; Summary and What to Expect; Discussion Questions; References; Chapter 2 Nature of Change in Nonprofit Organizations; Context of Change: The Nonprofit Organization; Mission and Values; Services and Roles; Organizational Processes; Nonprofit Human Resources
Employees and VolunteersRoles in Change Management; Drivers of Change in Nonprofit Organizations; Community Needs; Economy; Government Policy; Competition; Technology; Organizational Factors; Types of Change in Nonprofit Organizations; Demand for Services; Funding; Government Relations; Professionalism; Mission and Sustainability; Social Enterprise; Performance Measures; Nonprofit Change Strategies; Strategic Expansion; Strategic Partnership; Strategic Resizing; Revenue Diversification; Leveraging Advocacy; Conclusion; Discussion Questions; References
Chapter 3 A Model of Change for Nonprofit OrganizationsLewin's Three-Step Change Model; Kotter's Change Model; Combined Models of Change; Nonprofit Change Model; Nonprofit Operating Environment; Life Problems; Pertinent Problems; Reach Problems; Nonprofit Change Model; Conclusion; Discussion Questions; References; Chapter 4 Employees and Change Management in Nonprofits; People Are the Key to Successful Change Management; Preparing Employees for Organizational Change; Conveying the Big Picture; Managing Individual Stress; Overcoming Employee Resistance to Change
Building Trust and a Positive OutlookManaging and Enhancing Employee Capabilities and Performance; Attitudes; Job Satisfaction; Organizational Commitment; Perceived Organizational Support; Employee Engagement; Emotions; Personality; Motivation; Training and Development; Performance Management; Compensation and Rewards; Creating the Conditions for Change Management Success; Leadership; Organizational Culture; Power; Conclusion; References; Chapter 5 Volunteers and Change Management; Motives for Volunteering and Performance Management and Retention; Why People Volunteer