This book examines the most common reasons that foundation managers fail, and details the steps they must take in order to succeed. In overcoming the seven vexing challenges and strategizing the seven inescapable trade-offs, foundation managers can learn to maximize their positive social impact and avoid unintended lousy results.
This book examines the most common reasons that foundation managers fail, and details the steps they must take in order to succeed. In overcoming the seven vexing challenges and strategizing the seven inescapable trade-offs, foundation managers can learn to maximize their positive social impact and avoid unintended lousy results.
Joel J. Orosz is a leader in the movement to improve the effectiveness of foundation philanthropy. A former Executive Assistant to the CEO, and Program Director in Philanthropy and Volunteerism at the W. K. Kellogg Foundation, Dr. Orosz wrote the standard text for the training of program officers, The Insider's Guide to Grantmaking: How Foundations Find, Fund and Manage Effective Programs (2000). He also co-authored Agile Philanthropy: Understanding Foundation Effectiveness (2003). In 2004, Dr. Orosz founded The Grantmaking School, the first university-based training program for grantmaking professionals, located at the Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership of Grand Valley State University.
Inhaltsangabe
Chapter 1 Foreword Chapter 2 Introduction: Foundations and Failure Part 3 Part I: The Seven Challenges Chapter 4 Challenge #1: Lack of Pre-and Post-employment Training Chapter 5 Challenge #2: Lack of a Cohesive Culture Chapter 6 Challenge #3: Lack of a Salutary External Discipline Chapter 7 Challenge #4: Lack of Reliable Feedback Chapter 8 Challenge #5: Lack of an Accepted Body of Good Practices Chapter 9 Challenge #6: Lack of Ideological Cohesion between Board and Staff Chapter 10 Challenge #7: Lack of Ideological Cohesion within the Staff Chapter 11 The Seven Challenges: Afterword Part 12 Part II: The Seven Dilemmas Chapter 13 Introduction: The Seven Dilemmas of Managing Foundations Chapter 14 Dilemma #1: Low Overhead versus High Overhead Chapter 15 Dilemma #2: Strategic Planning versus Flexibility Chapter 16 Dilemma #3: Broad versus Deep Chapter 17 Dilemma #4: Innovation versus Implementation Chapter 18 Dilemma #5: Expert-based versus Community-based Chapter 19 Dilemma #6: High Uncertainty versus Low Uncertainty Chapter 20 Dilemma #7: High Profile versus Low Profile Chapter 21 The Seven Dilemmas: Afterword Chapter 22 Epilogue: Forty Years On
Chapter 1 Foreword Chapter 2 Introduction: Foundations and Failure Part 3 Part I: The Seven Challenges Chapter 4 Challenge #1: Lack of Pre-and Post-employment Training Chapter 5 Challenge #2: Lack of a Cohesive Culture Chapter 6 Challenge #3: Lack of a Salutary External Discipline Chapter 7 Challenge #4: Lack of Reliable Feedback Chapter 8 Challenge #5: Lack of an Accepted Body of Good Practices Chapter 9 Challenge #6: Lack of Ideological Cohesion between Board and Staff Chapter 10 Challenge #7: Lack of Ideological Cohesion within the Staff Chapter 11 The Seven Challenges: Afterword Part 12 Part II: The Seven Dilemmas Chapter 13 Introduction: The Seven Dilemmas of Managing Foundations Chapter 14 Dilemma #1: Low Overhead versus High Overhead Chapter 15 Dilemma #2: Strategic Planning versus Flexibility Chapter 16 Dilemma #3: Broad versus Deep Chapter 17 Dilemma #4: Innovation versus Implementation Chapter 18 Dilemma #5: Expert-based versus Community-based Chapter 19 Dilemma #6: High Uncertainty versus Low Uncertainty Chapter 20 Dilemma #7: High Profile versus Low Profile Chapter 21 The Seven Dilemmas: Afterword Chapter 22 Epilogue: Forty Years On
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