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: TextSeries: 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.
|Item type||Current location||Call number||URL||Status||Date due||Barcode|
|Electronic Book||UT Tyler Online Online||HF4999.2-6182 (Browse shelf)||http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4773705||Available||EBC4773705|
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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