Nonprofit organisations are increasingly concerned with the need to demonstrate how social justice principles impact every aspect of their work. This is the only book to explicitly integrate social justice principles into the management of a nonprofit organisation. It provides students with the knowledge and skills required to integrate a social justice value system into their work as effective non-profit leaders. Using practical tips and illustrative case examples, the text explains the structure and processes of nonprofit organisations with a particular emphasis on social justice themes. The book is edited by an interdisciplinary team of prominent leaders in business, management, and social service, who together run the Fordham Center for Nonprofit Leaders. They have assembled a group of expert authors who provide extensive coverage of the nonprofit leadership field. The book discusses the history of the development of nonprofit management up to the present day. It addresses legal and ethical considerations, organisational planning and staff management, finance, public relations, fundraising, public advocacy and volunteerism, program design and grant development, governance and board development, developing an international nonprofit, information technology, career development, and creating a nonprofit/social entrepreneurship organization. Additional chapters address quality improvement, mentoring, and proposal writing, Included are plentiful case studies and review questions in each chapter. The text is ideal for students and faculty in social service administration, human service leadership, social work management, public and community health, public administration, and health care administration and management.
* Foreword* Preface* Chapter 1: Introduction: From Problem Solving to Solution Building in Case Management* Chapter 2: Principles of Solution-Focused Case Management Practice* Chapter 3: The Practical Applications of Solution-Focused Case Management: Tools for Clinical Work* Chapter 4: Establishing the Collaborative Relationship: The First Client/Case Manager Meeting* Chapter 5: The Thinking Break: Time for Reflection and Ending the Session* Chapter 6: Solution-Focused Planning and Assessment: Monitoring Progress and Outcomes* Chapter 7: Solution-Focused Coordination with Overlapping Agencies* Chapter 8: When Things are Good Enough: Transitioning Out of Work* Chapter 9: Building Solutions within Challenging Circumstances* Chapter 10: Self-Care and Ethics for Case managers
