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IF WORKING FOR THE PUBLIC GOOD appeals to you, there may be a management level job waiting for you at one of the more than 1.5 million nonprofit organizations based in the United States. Working at a nonprofit organization is not just a job, it is a mission, in some cases even a calling. When you are part of a management team at a nonprofit, you have a chance to make a positive difference in people's lives every day. In the nonprofit world it is not about how much money your organization made today. The measure of your success is how many people you helped today. If you solved someone's problem, eased someone's pain, you had a good day. When you hold a management position at a nonprofit, you are responsible for guiding the organization and its employees to ensure its mission is accomplished. Whether the aim is aiding individuals or society as a whole, it all comes down to making the world a better place. Not all nonprofits are about social work. Many focus on advocacy, protecting animal rights, safeguarding the environment, fighting for benefits for members and veterans of the armed forces, keeping parkland pristine, supporting the arts, and leading the charge for social change. Also included in the nonprofit sector are religious institutions, trade associations, and private foundations dedicated to awarding grants to worthy recipients. These stand alongside nonprofit organizations devoted to research, education, and job training. Oftentimes the voice for the voiceless, nonprofits bring issues to the fore that would otherwise be overlooked. There are thousands of issues and worthy causes championed by nonprofits. One of the allures of going into the nonprofit field is the wide variety of organizations where you can work. Management positions include executive and assistant executive director, as well as directors of departments like fund-raising, community outreach, media relations, volunteers, and special events. This is important work that goes way beyond a nine-to-five job. When you are on staff at a nonprofit, especially in management, your work is never done. There is always another goal to strive for. That is what makes it both challenging and rewarding. There is a teamwork atmosphere because the people who work there and the volunteers who freely give of their time are so committed to the cause. If you want to roll up your sleeves and be on the front lines in the fight to end social ills and leave the world in a better place, a nonprofit management job should be at the top of your list of career choices."
A comprehensive career guide to management careers in the nonprofit section. Helps you to assess your interests and define your skills, and give you the tools you need to develop a rewarding career in education, health care, social services, the arts, or philanthropy. Includes job search strategies, what employers look for, how to write a resume, and how to prepare for an interview.
If working for the public good appeals to you, there may be a management level job waiting for you at one of the more than 1.5 million nonprofit organizations based in the United States. Working at a nonprofit organization is not just a job, it is a mission, in some cases even a calling. When you are part of a management team at a nonprofit, you have a chance to make a positive difference in people's lives every day. In the nonprofit world it is not about how much money your organization made today. The measure of your success is how many people you helped today. If you solved someone's problem, eased someone's pain, you had a good day.
Nonprofit leadership is messy Nonprofits leaders are optimistic by nature. They believe with time, energy, smarts, strategy and sheer will, they can change the world. But as staff or board leader, you know nonprofits present unique challenges. Too many cooks, not enough money, an abundance of passion. It’s enough to make you feel overwhelmed and alone. The people you help need you to be successful. But there are so many obstacles: a micromanaging board that doesn’t understand its true role; insufficient fundraising and donors who make unreasonable demands; unclear and inconsistent messaging and marketing; a leader who’s a star in her sector but a difficult boss… And yet, many nonprofits do thrive. Joan Garry’s Guide to Nonprofit Leadership will show you how to do just that. Funny, honest, intensely actionable, and based on her decades of experience, this is the book Joan Garry wishes she had when she led GLAAD out of a financial crisis in 1997. Joan will teach you how to: Build a powerhouse board Create an impressive and sustainable fundraising program Become seen as a ‘workplace of choice’ Be a compelling public face of your nonprofit This book will renew your passion for your mission and organization, and help you make a bigger difference in the world.
"The Idealist Guide to Nonprofit Careers for First-time Job Seekers is a comprehensive resource for emerging professionals pursuing their first position in the nonprofit sector. Whether you are a current student, a recent graduate, or someone entering the workforce for the first time, this book will provide you with indispensable advice, relevant strategies, and nonprofit-specific resources to strengthen your job search. Written by nonprofit career experts, The Idealist Guide is designed to be easily accessible and convenient to read." -- Amazon.com viewed October 9, 2020.
Over the last 20 years, the number of professional managers displaced from US corporate jobs has increased dramatically. This has coincided with the rapid expansion of employment in the US nonprofit sector; a sector that has a high proportion of managerial and professional workers among its employees. Workforce Transitions from the Profit to the Nonprofit Sector examines the career sequences of dislocated white-collar corporate managers who want to move to the nonprofit sector. It highlights the managers' motivations, the structural barriers which prevented them from making the transition, and the methods of penetrating the barriers. It uncovers the reasons why some corporate managers are able to make the transition and why others do not. Finally, it presents the methods of adaptation that were utilized in their new environments. This volume will be of interest to human resource managers in the profit and nonprofit sectors, sociologists, occupational researchers, and organizational psychologists.
Guiding MBAs into the Nonprofit Sector As interest in nonprofit sector careers grows among MBA students and MBAs further along in their careers, the number of interesting opportunities and the need for MBA skills in this sector also continues to spiral upward. Yet MBA students and alums have experienced frustration with the job search process in this field. The Harvard Business School Guide to Careers in the Nonprofit Sector is a great resource for newly minted MBAs and alums interested in entering the nonprofit sector - whether as full-time managers, board members, or volunteers. Tapping the career histories of thirty-four Harvard Business School alums who have carved out successful and personally rewarding lives in the nonprofit sector, Stephanie Lowell has created a resource that is both inspirational and practical. Topics covered include: nonprofit subsector overviews with descriptions of key roles and positions for MBAs the pros and cons of a nonprofit career managing expectations salary expectations cultural differences the job search process as it applies to nonprofits an extensive bibliography of resources Reflecting the depth and breadth of the nonprofit sector, the HBS Guide covers management careers in arts and culture, community economic development, education, environment, foundations, government, health care, international aid and economic development, social services, social purpose businesses, and socially responsible business/corporate community relations.
Cover -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- Notes on Contributors -- Acknowledgments -- 1 Introduction -- PART I Working in the Sector -- 2 Theories of the Nonprofit Sector -- 3 Trends in Nonprofit Employment -- 4 Legal Aspects of Nonprofit Employment -- PART II Building an HRM Infrastructure in a Nonprofit Organization -- 5 Strategic Human Resource Management -- 6 Recruitment and Selection for Nonprofit Organizations -- 7 Succession Planning and Management in Nonprofit Organizations -- 8 Talent Management -- 9 Compensation Practices in Nonprofit Organizations: Examining Practices Adopted by High Performing Nonprofits -- 10 Labor Relations in Nonprofit Organizations -- 11 Engagement, Satisfaction, and Nonprofit Organizations -- 12 Volunteer Management: It All Depends -- 13 Training and Development in Nonprofit Organizations -- 14 Making Nonprofits More Effective: Performance Management and Performance Appraisals -- PART III Emergent Challenges in Nonprofit Human Resource Management -- 15 Interchangeability of Labor: Managing a Mixed Paid and Volunteer Workforce -- 16 Managing Human Resources in International NGOs -- 17 Managing Generational Differences in Nonprofit Organizations -- 18 Diversity and Diversity Management in Nonprofit Organizations -- 19 Technology and Human Resource Management in Nonprofit Organizations -- 20 Conclusion: Toward a Research Agenda for Nonprofit Human Resource Management -- Index