Book applies modern strategic planning concepts to the special management challenges of nonprofit organizations. It discusses setting organizational goals, determining the resources necessary to achieve those goals, and setting strategy to close the gap between available resources and resources which are needed.

Chapter 1: INTRODUCTION Chapter 2: THE MISSION OF THE NON-PROFIT ORGANIZATION Chapter 3: STRUCTURAL ANALYSIS OF A NON-PROFIT INDUSTRY Chapter 4: COMPETITION AND COOPERATION AMONG NON-PROFITS Chapter 5: HUMAN RESOURCE MANAGEMENT Chapter 6: THE NON-PROFIT BOARD OF DIRECTORS Chapter 7: PRODUCT MIX AND PRICING Chapter 8: FUNDRAISING AND NON-PROFITS Chapter 9: MANAGERIAL CONTROL Chapter 10: PROGRAM EVALUATION Chapter 11: THE POTENTIAL FOR CHANGE Appendix 1: GUIDE TO THE CASES REFERENCES

Sharon Oster's book provides some of the important theory necessary to successfully manage a nonprofit. Her thoughtful analysis of the marketplace is the kind of information that is commonly available in the for-profit sector, but has not been developed for the nonprofit sector--a real contribution.

"Sharon Oster's book provides some of the important theory necessary to successfully manage a nonprofit. Her thoughtful analysis of the marketplace is the kind of information that is commonly available in the for-profit sector, but has not been developed for the nonprofit sector--a real contribution."--Allen Grossman, President, Outward Bound "Provides a well-written, helpful guide to management issues written by an economist familiar with strategic planning concerns in proprietary business....An overview of issues and guide wither for practicing managers or for graduate courses on strategic management in nonprofits."--Academy of Management Review "Framed with an awareness of the challenges of teaching future executives, Professor Oster's book is a valuable contribution to those working on the front lines of management education."--Nonprofit & Voluntary Sector Quarterly "Sharon Oster's book provides some of the important theory necessary to successfully manage a nonprofit. Her thoughtful analysis of the marketplace is the kind of information that is commonly available in the for-profit sector, but has not been developed for the nonprofit sector--a real contribution."--Allen Grossman, President, Outward Bound "Provides a well-written, helpful guide to management issues written by an economist familiar with strategic planning concerns in proprietary business....An overview of issues and guide wither for practicing managers or for graduate courses on strategic management in nonprofits."--Academy of Management Review "Framed with an awareness of the challenges of teaching future executives, Professor Oster's book is a valuable contribution to those working on the front lines of management education."--Nonprofit & Voluntary Sector Quarterly

Sharon M. Oster is Associate Dean and Frederic D. Wolfe Professor of Management and Entrepreneurship at the Yale School of Management and Organization, where she was named best instructor in a 1994 Business Week survey of business schools. She is the author of Modern Competitive Analysis, Second Edition (Oxford, 1994) and writes widely in the areas of industrial organization and competitive strategy.