Why Nonprofits Fail - by Block (Paperback)
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<p/><br></br><p><b> Book Synopsis </b></p></br></br>In <i>Why Nonprofits Fail, </i> author and nonprofit expert StephenBlock explains that many well-intentioned leaders hold on to viewsof their nonprofit organizations that perpetuate problems ratherthan help fix them. According to Block, the first step to successis to challenge one's own personal paradigms and ideas and be opento unique and alternative approaches to solving problems. Thismuch-needed book helps nonprofits get back on track and offersadvice about the seven most common stumbling blocks, including: <ul><li>Founder's syndrome</li><li>Fundphobia</li><li>Financial misfortune</li><li>Recruitment disorientation</li><li>Cultural depression in nonprofit organizations</li><li>Self-serving political performance</li><li>Role confusion between the board and executive director</li></ul><p/><br></br><p><b> From the Back Cover </b></p></br></br><b>An Essential Guide for Helping Your Nonprofit Succeed</b> <p>"All of us who have dealt with nonprofits know how complex theyare managerially. This book unravels much of this complexity andshows through concepts and case histories how nonprofits can becomemore effective in fulfilling their missions. This book will becomea 'must read' for all founders and executives of nonprofits."<br />-<b>Edgar H. Schein</b>, Sloan Fellows Professor ofManagement Emeritus, MIT Sloan School of Management</p><p>"This important book shows the benefits of applying severaltheories and concepts from the management and social scienceliterature to the tough problems faced by nonprofit managers. Thisbook can and will undoubtedly be read and effectively used by thosenonprofit managers who face such problems as founder's syndrome, poor meeting attendance and poor fund raising by board members, rapid staff turnover, and colleagues who pursue personal advantageat the expense of others."<br />-<b>Robert Herman</b>, professor of organizational behavior, Cookingham Institute of Public Affairs, Henry W. Bloch School ofBusiness and Public Administration, University ofMissouri--Kansas City</p><p>"Theories, concepts, frameworks? Seven familiar Problems? Whatis it that makes Why Nonprofits Fail a 'must read' for leaders, managers, and board members of nonprofit organizations? While thesubject matter is familiar, Stephen R. Block provides new ways tothink about how to engage in effective problem solving. In doing sohe effectively takes on the daunting task of making theoriesconvincing tools of practice without becoming too academic. Hisplain spokenness and able use of case examples make this bookaccessible to all readers concerned about building successfulnonprofit organizations."<br />-<b>Suzanne Feeney</b>, associate professor and director, Institute for Nonprofit Management, Hartfield School of Government, Portland State University</p><p/><br></br><p><b> About the Author </b></p></br></br><b>Stephen R. Block</b> is the founding executive director ofDenver Options, Inc., a nonprofit organization that manages thedevelopmental disabilities service delivery system of care inDenver. He is the director of the Nonprofit Management Program atthe University of Colorado at Denver's Graduate School ofPublic Affairs. Block was a consulting editor for the <i>Nonprofitand Voluntary Sector Quarterly</i> and on the editorial board ofthe <i>Journal of Vocational Rehabilitation</i>.
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