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Leading and Managing in the Social Sector : Strategies for Advancing Human Dignity and Social Justice.

By: Tirmizi, S. Aqeel.
Contributor(s): Vogelsang, John D.
Material type: TextTextSeries: eBooks on Demand.Management for Professionals: Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2017Description: 1 online resource (295 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319470450.Subject(s): Management scienceGenre/Form: Electronic books.Additional physical formats: Print version:: Leading and Managing in the Social Sector : Strategies for Advancing Human Dignity and Social JusticeDDC classification: 658.048 Online resources: Click here to view this ebook.
Contents:
Endorsements -- Contents -- Editors and Contributors -- 1 Introduction -- What Is Unique About the Social Sector? -- Why Use the Term "Social Sector?" -- What Are Some of the Challenges for the Social Sector? -- References -- Fit for the Future: Leading Social Innovation -- 2 Leading Innovation in the Social Sector -- Innovation Basics -- Leadership for Innovation -- Innovation Strategy -- Teamwork and Team Development -- Experimentation -- Employing Technology -- Managing Innovation -- Human-Centered Design -- Some Final Considerations -- Innovation Zones -- Collaborative Learning -- Leadership Development -- References -- 3 Lessons from Muhammad Yunus and the Grameen Bank: Leading Long-Term Organizational Change Successfully -- The Leadership of Muhammad Yunus -- Lessons about Leading Long-Term Change from Muhammad Yunus -- Yunus' Model Compared with John Kotter's and Rosabeth Moss Kanter's Change Models -- References -- 4 Social Entrepreneurship: A Call for Collective Action -- What Is Social Entrepreneurship? -- Critiques of Social Entrepreneurship -- The Missing Piece -- Transformative Action -- Conclusion -- Acknowledgment -- References -- Engaging Meaningfully in the Complex Social Context -- 5 Exploring the Real Work of Social Change: Seven Questions that Keep Us Awake -- Question 1-What Is Social Change and How Do We Approach It? -- Question 2-What Is Our Primary Role as Development Practitioners? -- Question 3-How Do We See and Work with Power? -- Question 4-How Do We Work with Uncertainty? -- Question 5-What Social Change Strategies Work Best? -- Question 6-What Kinds of Organizations and Leadership Do We Need to Face the Future? -- Question 7-How Can We Have Conversations that Matter? -- Concluding Thoughts -- References -- 6 Policy Advocacy and Social Sector Organizations -- Policies that Impact SSO Operations.
Policies that Impact the Marginalized Communities that Social Sector Organizations Serve -- So Why Don't More SSOs Engage in Policy Advocacy? -- What Are Key Concepts and Skills that SSO Leaders Need to Become (More) Engaged in Policy Advocacy? -- Advocacy Monitoring, Evaluation and Learning -- References -- 7 Changes in the International Development Landscape: Social Sector Organizations from the Emerging Powers -- Changing Power Relations and the Impact on Social Sector Organizations -- Enabling Environment and Civil Society Space -- Legal Environment for Social Sector Organizations in Emerging Powers -- Funding and Sustainability of Social Sector Organizations -- Alternative Funding Sources for Civil Society Organizations -- The Role of Social Sector Organizations and Domestic Development Innovation -- Lessons for Global Civil Society -- References -- Fostering Organization Resilience -- 8 Learning for Purpose: Challenges and Opportunities for Human Capital Development in the Social Sector -- Human Capital and Its Development in the Social Sector -- Revisit Key Competencies -- Rethink Work Learning -- Revise Funding Models -- Conclusion and Calls to Action -- Acknowledgments -- References -- 9 The Next Level: Understanding Effective Board Development -- The Study -- Boards Matter -- The Next Level -- What Is Board Development? -- Going Deeper: A Framework for Board Assessment -- Capacity -- Connections -- Culture -- Critical Success Factors for Effective Board Development -- Supporting, Secondary Factors -- The Benefits of Board Development -- Conclusion -- References -- 10 Gender at Work: An Experiment in "Doing Gender" -- What Is Gender at Work? -- History of Ideas, Work Principles, and Organization -- Gender at Work's Approach -- Gender Action Learning Process -- Emergent Learning and Collective Impact -- Challenges of Growth -- Accomplishments.
References -- 11 Intervening in Organizational Trauma: A Tale of Three Organizations -- Types and Sources of Trauma -- Consultative Approach -- Case Studies -- South Carolina: Safe Homes Rape Crisis Coalition -- Dual Sexual Assault and Domestic Violence Organization (DSADVO) -- Connections -- Conclusion -- References -- Leading in Social Sector Organizations -- 12 Women's Leadership Development Through Networks of Support: An Analysis of the Women's Leadership Circles of Vermont -- What Works for Women's Leadership Development: Origins and Design of the Women's Leadership Circles of Vermont -- Vermont -- Vermont Women in Leadership -- Conceptual Foundations: What Works for Women's Leadership Development -- Program Objectives and Design -- Program Structure and Participants -- How We Evaluate -- Strength Through Connection: A Window into Why Networks of Support Work -- Circle Methodology -- Circles' Meanings for Participants -- Results for the Individual Women Leaders -- Further Questions About the WLC of Vermont -- Why We Should Care About What Works for Women: Implications for Leadership Development in the Social Sector -- References -- 13 Frameworks, Tools, and Leadership for Responding to Strategic Alliances Challenges -- Terminology as a Drawback to Successful Affiliation -- Three Strategic Alliance Models -- Using Bailey and Koney's Strategic Alliance Continuum to Clarify Choices -- The Alliance Continuum Is not a Developmental Path -- Building on the Continuum: Eleven Questions to Solidify Relationship -- Maintaining Relationship: Making Clear Agreements -- Leading Strategic Alliances: Initial Lessons from the Case Studies -- Alliances Over Time: Continuing Challenges, and Responding to Flux and Change -- Leadership that Facilitates and Impedes Strategic Alliances -- Alliance Leadership as a System.
The Leadership System Performs Three Functions -- The Consultant's Role in Alliance Leadership -- Conclusion -- References -- 14 Complex Responsive Leading in Social Sector Organizations -- Current Challenges -- Responses -- Changing Organizational Constructs -- Complex Adaptive Systems -- Organizations as Discursive Constructions -- Complex Responsive Processes -- Continuous Change -- Complex Responsive Leading -- References -- Measuring Success -- 15 Accounting for Outcomes: Monitoring and Evaluation in the Transnational NGO Sector -- Why Undertake M&E? -- Fundamentals of M&E -- Evaluation Designs -- The Randomized Controlled Trial -- Comparison Group Designs -- The Single Group Pre-post Design -- The Single Group Post-only Design -- Ad Hoc Designs for Programs that Do not Fit the RCT Mold -- Outcome Accounting and Agency Level Impact -- The Outcome Accountability Framework -- Controversies in M&E -- Strengthening M&E in Social Sector Organizations -- Conclusion -- References -- Conclusion -- 16 Conclusion -- Creative and Bold Collaborations -- Voice at the Table -- ICT Revolution and the Social Sector -- 21st Century Organization Design and Development -- Primacy of Social Justice -- References.
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Endorsements -- Contents -- Editors and Contributors -- 1 Introduction -- What Is Unique About the Social Sector? -- Why Use the Term "Social Sector?" -- What Are Some of the Challenges for the Social Sector? -- References -- Fit for the Future: Leading Social Innovation -- 2 Leading Innovation in the Social Sector -- Innovation Basics -- Leadership for Innovation -- Innovation Strategy -- Teamwork and Team Development -- Experimentation -- Employing Technology -- Managing Innovation -- Human-Centered Design -- Some Final Considerations -- Innovation Zones -- Collaborative Learning -- Leadership Development -- References -- 3 Lessons from Muhammad Yunus and the Grameen Bank: Leading Long-Term Organizational Change Successfully -- The Leadership of Muhammad Yunus -- Lessons about Leading Long-Term Change from Muhammad Yunus -- Yunus' Model Compared with John Kotter's and Rosabeth Moss Kanter's Change Models -- References -- 4 Social Entrepreneurship: A Call for Collective Action -- What Is Social Entrepreneurship? -- Critiques of Social Entrepreneurship -- The Missing Piece -- Transformative Action -- Conclusion -- Acknowledgment -- References -- Engaging Meaningfully in the Complex Social Context -- 5 Exploring the Real Work of Social Change: Seven Questions that Keep Us Awake -- Question 1-What Is Social Change and How Do We Approach It? -- Question 2-What Is Our Primary Role as Development Practitioners? -- Question 3-How Do We See and Work with Power? -- Question 4-How Do We Work with Uncertainty? -- Question 5-What Social Change Strategies Work Best? -- Question 6-What Kinds of Organizations and Leadership Do We Need to Face the Future? -- Question 7-How Can We Have Conversations that Matter? -- Concluding Thoughts -- References -- 6 Policy Advocacy and Social Sector Organizations -- Policies that Impact SSO Operations.

Policies that Impact the Marginalized Communities that Social Sector Organizations Serve -- So Why Don't More SSOs Engage in Policy Advocacy? -- What Are Key Concepts and Skills that SSO Leaders Need to Become (More) Engaged in Policy Advocacy? -- Advocacy Monitoring, Evaluation and Learning -- References -- 7 Changes in the International Development Landscape: Social Sector Organizations from the Emerging Powers -- Changing Power Relations and the Impact on Social Sector Organizations -- Enabling Environment and Civil Society Space -- Legal Environment for Social Sector Organizations in Emerging Powers -- Funding and Sustainability of Social Sector Organizations -- Alternative Funding Sources for Civil Society Organizations -- The Role of Social Sector Organizations and Domestic Development Innovation -- Lessons for Global Civil Society -- References -- Fostering Organization Resilience -- 8 Learning for Purpose: Challenges and Opportunities for Human Capital Development in the Social Sector -- Human Capital and Its Development in the Social Sector -- Revisit Key Competencies -- Rethink Work Learning -- Revise Funding Models -- Conclusion and Calls to Action -- Acknowledgments -- References -- 9 The Next Level: Understanding Effective Board Development -- The Study -- Boards Matter -- The Next Level -- What Is Board Development? -- Going Deeper: A Framework for Board Assessment -- Capacity -- Connections -- Culture -- Critical Success Factors for Effective Board Development -- Supporting, Secondary Factors -- The Benefits of Board Development -- Conclusion -- References -- 10 Gender at Work: An Experiment in "Doing Gender" -- What Is Gender at Work? -- History of Ideas, Work Principles, and Organization -- Gender at Work's Approach -- Gender Action Learning Process -- Emergent Learning and Collective Impact -- Challenges of Growth -- Accomplishments.

References -- 11 Intervening in Organizational Trauma: A Tale of Three Organizations -- Types and Sources of Trauma -- Consultative Approach -- Case Studies -- South Carolina: Safe Homes Rape Crisis Coalition -- Dual Sexual Assault and Domestic Violence Organization (DSADVO) -- Connections -- Conclusion -- References -- Leading in Social Sector Organizations -- 12 Women's Leadership Development Through Networks of Support: An Analysis of the Women's Leadership Circles of Vermont -- What Works for Women's Leadership Development: Origins and Design of the Women's Leadership Circles of Vermont -- Vermont -- Vermont Women in Leadership -- Conceptual Foundations: What Works for Women's Leadership Development -- Program Objectives and Design -- Program Structure and Participants -- How We Evaluate -- Strength Through Connection: A Window into Why Networks of Support Work -- Circle Methodology -- Circles' Meanings for Participants -- Results for the Individual Women Leaders -- Further Questions About the WLC of Vermont -- Why We Should Care About What Works for Women: Implications for Leadership Development in the Social Sector -- References -- 13 Frameworks, Tools, and Leadership for Responding to Strategic Alliances Challenges -- Terminology as a Drawback to Successful Affiliation -- Three Strategic Alliance Models -- Using Bailey and Koney's Strategic Alliance Continuum to Clarify Choices -- The Alliance Continuum Is not a Developmental Path -- Building on the Continuum: Eleven Questions to Solidify Relationship -- Maintaining Relationship: Making Clear Agreements -- Leading Strategic Alliances: Initial Lessons from the Case Studies -- Alliances Over Time: Continuing Challenges, and Responding to Flux and Change -- Leadership that Facilitates and Impedes Strategic Alliances -- Alliance Leadership as a System.

The Leadership System Performs Three Functions -- The Consultant's Role in Alliance Leadership -- Conclusion -- References -- 14 Complex Responsive Leading in Social Sector Organizations -- Current Challenges -- Responses -- Changing Organizational Constructs -- Complex Adaptive Systems -- Organizations as Discursive Constructions -- Complex Responsive Processes -- Continuous Change -- Complex Responsive Leading -- References -- Measuring Success -- 15 Accounting for Outcomes: Monitoring and Evaluation in the Transnational NGO Sector -- Why Undertake M&E? -- Fundamentals of M&E -- Evaluation Designs -- The Randomized Controlled Trial -- Comparison Group Designs -- The Single Group Pre-post Design -- The Single Group Post-only Design -- Ad Hoc Designs for Programs that Do not Fit the RCT Mold -- Outcome Accounting and Agency Level Impact -- The Outcome Accountability Framework -- Controversies in M&E -- Strengthening M&E in Social Sector Organizations -- Conclusion -- References -- Conclusion -- 16 Conclusion -- Creative and Bold Collaborations -- Voice at the Table -- ICT Revolution and the Social Sector -- 21st Century Organization Design and Development -- Primacy of Social Justice -- References.

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Author notes provided by Syndetics

S. Aqeel Tirmizi, PhD, has over twenty-five years of experience in management teaching, training, consulting, and research in international settings. He is a Professor of Leadership and Management in the Graduate School of Leadership and Change at Antioch University. He also holds a visiting faculty position at the School for International Training. His work extensively deals with leadership development, cross-cultural management, change management, and leading social innovation. Aqeel holds a PhD in Management from the State University of New York - Binghamton. Throughout his professional career, Aqeel has undertaken a variety of training and consulting assignments for national and international organizations in the nonprofit, public, and private sectors. These assignments included work with the Ford Foundation, ChildFund International, Oxfam America, CARE USA, Women for Women International, Canadian International Development Agency, Heifer International, Eisenhower Fellows Program, BRAC, and The World Bank. His advisory and consulting work for the Ford Foundation International Fellowship Program included assignments with a number of partners in Mexico, The Netherlands, Thailand, the United Kingdom, and the United States. Aqeel's research focuses on leadership, cross-cultural management, and social innovation. He has presented his work in several major international conferences in Asia, Europe, and North America. He is dedicated to mission-driven and result-oriented work across multiple sectors. He has in-depth expertise in adult learning and training and is certified in human systems development. In recognition of his contributions, Aqeel was selected in the 2013 CSC Leaders program under the auspices of HRH The Duke of Edinburgh's Commonwealth Study Conferences. <br> <br> John D. Vogelsang, PhD, has been consulting since 1979 in the areas of organizational and social change, conflict transformation, participatory evaluation, board development, strategic planning, and small and large group dialogue and deliberation facilitation. He works with social service and social change organizations, foundations, mental health agencies, community health centers, professional associations, universities, and religious judicatories. Some of his clients have included: The Hunger Project, Institute for Global Ethics, Association of Black Foundation Executives, New York State Developmental Disabilities Planning Council, Community Health Care Association of New York State, National Association for the Advancement of Psychoanalysis, Fiscal Policy Institute of New York State, and Hispanics in Philanthropy. He is the Director of the Michael Harrington Center for Democratic Values and Social Change and Director of the Dialogue Project for the Queens College/CUNY Center for Ethnic, Racial, and Religious Understanding. He is also an Adjunct Associate Professor in the American University MS program in Organization Development. For two years, he was a visiting professor of organizational conflict transformation, and leading and managing nonprofits and NGOs at the School for International Training Graduate Institute. During his fourteen years with the Support Center for Nonprofit Management, he was a lead consultant and eventually the associate director. Since 2009, he has served as the Editor in Chief of the OD Practitioner, the quarterly journal of the Organization Development Network. He has published many articles and monographs, and co-edited two collections of articles. He is the 2013 recipient of the OD Network Larry Porter Award for communicating OD. <br>

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