Discuss and apply the Drucker book (Drucker, P.F., et al. (2008). The five most important questions you will ever ask about your organization. Jossey-Bass. ISBN 978-0-470-22756-5) to CAMBA’s Park Slope Women’s Shelter in NYC (www.camba.org). Drucker poses five essential questions about managing not for profit organizations and the paper has to analyze the shelter on these issues. All 5 of Drucker’s questions must be answered (1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?). The paper has to commence with a basic description of the agency, including its history, structure, leadership, funding, service mandate and catchment areas, purported purpose, goals, and objectives. The objective of the assignment is two-fold: to use the Drucker model to deeply analyze the organization; and to offer a critical assessment of the organization on the basis of these five Drucker questions. Reference should also be made in the paper to either the Furman/Gibelman or Edwards/Yankey book, as well as similar social work text listed below. APA style 6th edition is required.
Furman, R. and Gibelman, M. (2013). Navigating human service organizations: Essential information for thriving and surviving in agencies. Third edition. Chicago, IL: Lyceum.
Edwards, R.L. and Yankey, J.A. (2006). Effectively Managing Nonprofit Organizations. Washington, DC: NASW Press. ISBN-10: 087101369X.
Sources that should be used for this paper:
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Bradach, J.L, Tierney, T.J., and Stone, N. (2008). Delivering on the promise of non-profits. Harvard Business Review 86 (December): 88-97.
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Ebrahim, Alnoor S. “The Many Faces of Nonprofit Accountability.” Harvard Business School Working Paper, No. 10-069, February 2010. Retrieved from https://www.hbs.edu/research/pdf/10-069.pdf.
Ebrahim, A. and Rangan, V.K. (2010). The limits of nonprofit impact: A contingency framework for measuring social performance. Harvard Business School Working Paper, No. 10-099, May 2010. Retrieved from https://www.hbs.edu/research/pdf/10-099.pdf.
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Mulgan, G. (2010). Measuring social value. Stanford Social Innovation Review 8, 3 (Summer): 38-43.
Nadler, D. (2004). Building better boards. Harvard Business Review 82, 5 (May): 76-85.
Pfeffer, J. and Sutton, R.I. (2006). Evidence-based management. Harvard Business Review, 84 (1) 62-74.
Pfeffer, J. and Sutton, R.I. (2006). Act on facts, not faith. Stanford Social Innovation Review 4, 1 (Spring): 38-45.
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Rangan, V.K. (2004). Lofty missions, down-to-earth plans. Harvard Business Review 82, 3 (March): 112-119.
Ryan, W.P. (1999). The new landscape for nonprofits. Harvard Business Review 77 (January -February): 127-136.
Sawhill, J. and Williamson, D. (2001). Measuring what matters in nonprofits. The McKinsey Quarterly 2. Retrieved from https://www.mckinseyquarterly.com/article_print.aspx?L2=33&L3=95&ar=1053.
Shirky, C. (20080. Here comes everybody: The power of organizing without organizations. New York:The Penguin Press.
Silverman, L. and Taliento, L. (2006). What business execs don’t know – but should – about nonprofits. Stanford Social Innovation Review 4, 2 (Summer): 36-43.
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See also https://www.managementlab.org
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