" . . . shows an organic connection that joins problem context, problem type, and problem solution in a single process of problem management . . . this book is an excellent primer on method in its economy and precision and in its consistent progress from presentation of concept, to cogent analysis of data, and back to concept." -Nonprofit and Voluntary Sector Quarterly Nonprofit organizations sometimes face problems with stakeholders, and the organization's manager must then decide how to respond. In this study, Mary Tschirhart addresses three questions: What types of problems do managers…mehr
" . . . shows an organic connection that joins problem context, problem type, and problem solution in a single process of problem management . . . this book is an excellent primer on method in its economy and precision and in its consistent progress from presentation of concept, to cogent analysis of data, and back to concept." -Nonprofit and Voluntary Sector Quarterly Nonprofit organizations sometimes face problems with stakeholders, and the organization's manager must then decide how to respond. In this study, Mary Tschirhart addresses three questions: What types of problems do managers experience with their organizational stakeholders? What are their responses to these problems? What governs the use of different responses?
MARY TSCHIRHART is Assistant Professor in the School of Public and Environmental Affairs at Indiana University.
Inhaltsangabe
I. Managing Relationships with Stakeholders Organization and Stakeholder Congruence Types of Problems with Stakeholders Experienced by Organizations Benefits of Studying Congruence Problems Responses to Problems with Stakeholders Other Organizational Literature Offering Stakeholder-Management Frameworks Literature Related to Stakeholder Management by Nonprofit Organization Scholars Summary II. Predicting Responses to Problems with Stakeholders Influence of Stakeholder Importance on Responses to Problems Influence of Stakeholder's Decision-Making Authority on Responses to Problems Influence of Stakeholder's Information on Responses to Problems Influence of Stakeholder's Interaction on Responses Influence of a Mission Threat on Responses to Problems Influence of Artistic Quality Concerns on Response to Problems Influence of Organizational Age on Responses to Problems Influence of Organizational Size on Responses to Problems Influence of Problem Seriousness on Responses Summary of Hypotheses The Scanning, Interpreting, and Responding Process Summary III. Finding Patterns in the Management of Problems Correlations amoung the Responses Correlations amoung the Predictors When do Organizations Adapt in Response to Problems with Stakeholders? When Do Organization Leaders Try To Change Stakeholders? When Do Organizations Cut or Weaken Ties to Stakeholders? When Do Leaders Misrepresent or Conceal Information in Response to Problems with Stakeholders? Refining the Stakeholder Management Model Consequences of the Responses Summary IV. Exploring Challenges Associated with Stakeholder Groups Stakeholder Mapping Issues and Responses for Key Stakeholder Groups Problems with Board Members Summary V. Artful Leadership The Deliberate and Emergent Nature of Problem Management Statements of Values and Goals for Stakeholder Relationships Analysis of History of Problems with Stakeholders and Relevant Trends Goals and Responsibilities Guiding the Problem Management Leader's Network Perspective Applicability of the Problem Management Model to Other Fields and Sectors The Practice of Artful Leadership Appendix A Study Methodology Appendix B Appendix C References Index
I. Managing Relationships with Stakeholders Organization and Stakeholder Congruence Types of Problems with Stakeholders Experienced by Organizations Benefits of Studying Congruence Problems Responses to Problems with Stakeholders Other Organizational Literature Offering Stakeholder-Management Frameworks Literature Related to Stakeholder Management by Nonprofit Organization Scholars Summary II. Predicting Responses to Problems with Stakeholders Influence of Stakeholder Importance on Responses to Problems Influence of Stakeholder's Decision-Making Authority on Responses to Problems Influence of Stakeholder's Information on Responses to Problems Influence of Stakeholder's Interaction on Responses Influence of a Mission Threat on Responses to Problems Influence of Artistic Quality Concerns on Response to Problems Influence of Organizational Age on Responses to Problems Influence of Organizational Size on Responses to Problems Influence of Problem Seriousness on Responses Summary of Hypotheses The Scanning, Interpreting, and Responding Process Summary III. Finding Patterns in the Management of Problems Correlations amoung the Responses Correlations amoung the Predictors When do Organizations Adapt in Response to Problems with Stakeholders? When Do Organization Leaders Try To Change Stakeholders? When Do Organizations Cut or Weaken Ties to Stakeholders? When Do Leaders Misrepresent or Conceal Information in Response to Problems with Stakeholders? Refining the Stakeholder Management Model Consequences of the Responses Summary IV. Exploring Challenges Associated with Stakeholder Groups Stakeholder Mapping Issues and Responses for Key Stakeholder Groups Problems with Board Members Summary V. Artful Leadership The Deliberate and Emergent Nature of Problem Management Statements of Values and Goals for Stakeholder Relationships Analysis of History of Problems with Stakeholders and Relevant Trends Goals and Responsibilities Guiding the Problem Management Leader's Network Perspective Applicability of the Problem Management Model to Other Fields and Sectors The Practice of Artful Leadership Appendix A Study Methodology Appendix B Appendix C References Index
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